Blog for the #ImagineSC Global Summit of @SCInsightsLLC. Transcript of a podcast with Lora Cecere. Building on my experience with multi-echelon inventory optimization in manufacturing and retail organizations
Using Transparency as a Competitive Advantage - Winning Strategies for Today’...Jim Radogna
Auto dealers are constantly looking for ways to get an edge in the digital age, yet many continue to follow the same sales and advertising practices that they’ve been using for decades. Let’s face it, consumers have access to much more information, and choices, than ever before. In the past the dealer controlled all of the information, but today it’s just the opposite. Any information you offer is now carefully scrutinized and validated by a vast amount of online data. As a result, the likelihood of old-school sales practices backfiring has increased substantially. In this dynamic session, I’ll be discussing ways to break down deep-rooted stereotypes and embrace the transparency that consumers have been begging for. A transparent business model can greatly enhance your sales, reputation, customer retention, and bottom line. You’ll find that customers will actually be willing to spend more when they feel they’re buying from a business they can trust.
Supply chains are no longer just about moving material
from one point to another – they are now about
delivering a moving experience. This experience
determines brand perception and is becoming critical
to success in the market.
Building customer loyalty in retail banking1SeymourSloan
Retail Banking is facing challnges on many fronts. Leading banks must defend their positions through improved loyalty. this means investing wislyin technology and propositions designed to please customers.
This whitepaper will seek to educate readers on how SMS overcomes typical business communication challenges and barriers, and help reach business goals, along with examples of how businesses are using SMS within their respective industry.
Using Transparency as a Competitive Advantage - Winning Strategies for Today’...Jim Radogna
Auto dealers are constantly looking for ways to get an edge in the digital age, yet many continue to follow the same sales and advertising practices that they’ve been using for decades. Let’s face it, consumers have access to much more information, and choices, than ever before. In the past the dealer controlled all of the information, but today it’s just the opposite. Any information you offer is now carefully scrutinized and validated by a vast amount of online data. As a result, the likelihood of old-school sales practices backfiring has increased substantially. In this dynamic session, I’ll be discussing ways to break down deep-rooted stereotypes and embrace the transparency that consumers have been begging for. A transparent business model can greatly enhance your sales, reputation, customer retention, and bottom line. You’ll find that customers will actually be willing to spend more when they feel they’re buying from a business they can trust.
Supply chains are no longer just about moving material
from one point to another – they are now about
delivering a moving experience. This experience
determines brand perception and is becoming critical
to success in the market.
Building customer loyalty in retail banking1SeymourSloan
Retail Banking is facing challnges on many fronts. Leading banks must defend their positions through improved loyalty. this means investing wislyin technology and propositions designed to please customers.
This whitepaper will seek to educate readers on how SMS overcomes typical business communication challenges and barriers, and help reach business goals, along with examples of how businesses are using SMS within their respective industry.
Take the unorthodox way to both attract and fascinate Instagram followers by compromising their comfort zone. This presentation will show methodology and process by analyzing the most outlandish (and popular) Instagram accounts, photo themes, and social celebrities. Topics include appropriate eccentricity, the “train-wreck” phenomenon, bizarre character design, and meme virality.
ISC europe 2016 - how much inventory do you really need? Inventory Target Set...Bram Desmet
Presentation given at the Integrated Supply Chain Conference in Brussels in januari 2016. Using the Supply Chain Triangle to define which metrics we need to balance, how to link them to the business strategy. Analysis in detail of gross profit, R&D costs, SG&A costs to differentiate between product leaders, customer intimacy players and operational excellence players.
A Word About Dynamic Supply Chains Delivering value through people.docxmehek4
A Word About Dynamic Supply Chains: Delivering value through people
By
John Gattorna
The key to successful supply chain management is recognising that it’s people who really drive the living supply chains that are at the heart of businesses. In this article, Dr. John Gattorna, author of
Dynamic Supply Chains: delivering Value Through People, 2nd edn, FT Prentice Hall, Harlow, 2010
, gives an overview of what he calls Dynamic Alignment: the principle of matching changing customer needs and desires with different supply chain strategies.
Opening comments
One thing is for sure. We are going to have to radically change our ideas about the design and operation of enterprise supply chains if we are to break the shackles and get to the next level of operational and financial performance in the immediate year ahead. This is not an option; it is mandatory. In essence, the world has changed so much over the last 15 years that conventional methods are no longer sufficient. The world of markets has become much more volatile, and under such conditions the old assumptions no longer stand up to scrutiny.
The way forward is there for all to see. We must cast off all the denial and come to terms, finally, with the notion that it is people (and their behaviour) that drives supply chains. All others are just enablers. So it is necessary to look at the problem of designing and operating tomorrow’s supply chains by examining three areas of human activity along typical enterprise supply chains, and all enterprises have supply chains.
“We must re-interpret the marketplace, and look for ways to understand and codify what customers (and consumers) are telling us when they set out to buy products and services.”
1. We must re-interpret the marketplace, and look for ways to understand and codify what customers (and consumers) are telling us when they set out to buy products and services;
2. We must do likewise at the supply end of the channel, and look for new ways to understand the underlying capabilities and expectations of the suppliers we draw on for raw materials, components, sub-assemblies, and packaging;
3. And finally, we must learn much more about the internal cultural capability in our businesses, represented by the employees, management, and leadership.
If we are able to ‘align’ all three of the above described components of the supply chain, we will achieve a quantum improvement in bottom-line results through improved service levels and satisfaction at both ends of the supply chain, and lower cost-to-serve through improved internal configurations.
This article attempts to give you some idea of how all this can be achieved by drawing on various excerpts from the book itself. If you want more detail you will have to read the whole book, from cover to cover.
Customer Conversations
1
The clear message is that customers, and customers alone, are the ultimate frame of reference when you are designing and operating enterprise supply chains. To convert the rhetor.
What Are Low-Cost Leads Really Costing You?TechTarget
To fill their funnels, B2B marketers are sometimes willing to forego quality in order to hit their targets with low-cost leads. But buying low-quality leads that don’t convert will end up costing your organization and can also result in hidden costs—damaging interdepartmental trust and brand reputation. This paper explains why low-cost leads cost more in the long run and includes a checklist of questions to ask lead providers to ensure quality.
presented by Rob Bentley and Paul Reiman of Hewitt Associates at the TrueConnection 2008 Sales Performance Management Conference, hosted by Callidus Software
Bridging the Online and Offline: How to Apply Product Thinking to Expanding Y...Aggregage
In a post-COVID world, online retailers are forced to reevaluate their position and address the challenge of adopting new customer experiences. Even brick and mortar businesses are integrating more digital approaches to CX -- testing out loyalty programs and subscription-based models.
The reality is that with the new wave of digital considerations, navigating expansion can be a tricky subject. Companies have to develop new muscles, challenge their existing biases, and “learn as fast as they ship.”
Join John Cutler, Product Evangelist and Coach at Amplitude, for this enlightening discussion on the current state of the ecommerce landscape.
In this session, you will learn:
• How to shift your ecommerce strategy to encompass a more product-based ideology
• How product data can optimize your subscription and loyalty models
• What the major considerations when expanding into new territories are
Manufacturing Value Streams and Supply ChainsLucas Group
Manufacturers of all sizes now realize that there are profits to be made from an efficient and effective value chain. While the challenges are significant, the benefits of analyzing and improving your value stream are beyond debate.
Take the unorthodox way to both attract and fascinate Instagram followers by compromising their comfort zone. This presentation will show methodology and process by analyzing the most outlandish (and popular) Instagram accounts, photo themes, and social celebrities. Topics include appropriate eccentricity, the “train-wreck” phenomenon, bizarre character design, and meme virality.
ISC europe 2016 - how much inventory do you really need? Inventory Target Set...Bram Desmet
Presentation given at the Integrated Supply Chain Conference in Brussels in januari 2016. Using the Supply Chain Triangle to define which metrics we need to balance, how to link them to the business strategy. Analysis in detail of gross profit, R&D costs, SG&A costs to differentiate between product leaders, customer intimacy players and operational excellence players.
A Word About Dynamic Supply Chains Delivering value through people.docxmehek4
A Word About Dynamic Supply Chains: Delivering value through people
By
John Gattorna
The key to successful supply chain management is recognising that it’s people who really drive the living supply chains that are at the heart of businesses. In this article, Dr. John Gattorna, author of
Dynamic Supply Chains: delivering Value Through People, 2nd edn, FT Prentice Hall, Harlow, 2010
, gives an overview of what he calls Dynamic Alignment: the principle of matching changing customer needs and desires with different supply chain strategies.
Opening comments
One thing is for sure. We are going to have to radically change our ideas about the design and operation of enterprise supply chains if we are to break the shackles and get to the next level of operational and financial performance in the immediate year ahead. This is not an option; it is mandatory. In essence, the world has changed so much over the last 15 years that conventional methods are no longer sufficient. The world of markets has become much more volatile, and under such conditions the old assumptions no longer stand up to scrutiny.
The way forward is there for all to see. We must cast off all the denial and come to terms, finally, with the notion that it is people (and their behaviour) that drives supply chains. All others are just enablers. So it is necessary to look at the problem of designing and operating tomorrow’s supply chains by examining three areas of human activity along typical enterprise supply chains, and all enterprises have supply chains.
“We must re-interpret the marketplace, and look for ways to understand and codify what customers (and consumers) are telling us when they set out to buy products and services.”
1. We must re-interpret the marketplace, and look for ways to understand and codify what customers (and consumers) are telling us when they set out to buy products and services;
2. We must do likewise at the supply end of the channel, and look for new ways to understand the underlying capabilities and expectations of the suppliers we draw on for raw materials, components, sub-assemblies, and packaging;
3. And finally, we must learn much more about the internal cultural capability in our businesses, represented by the employees, management, and leadership.
If we are able to ‘align’ all three of the above described components of the supply chain, we will achieve a quantum improvement in bottom-line results through improved service levels and satisfaction at both ends of the supply chain, and lower cost-to-serve through improved internal configurations.
This article attempts to give you some idea of how all this can be achieved by drawing on various excerpts from the book itself. If you want more detail you will have to read the whole book, from cover to cover.
Customer Conversations
1
The clear message is that customers, and customers alone, are the ultimate frame of reference when you are designing and operating enterprise supply chains. To convert the rhetor.
What Are Low-Cost Leads Really Costing You?TechTarget
To fill their funnels, B2B marketers are sometimes willing to forego quality in order to hit their targets with low-cost leads. But buying low-quality leads that don’t convert will end up costing your organization and can also result in hidden costs—damaging interdepartmental trust and brand reputation. This paper explains why low-cost leads cost more in the long run and includes a checklist of questions to ask lead providers to ensure quality.
presented by Rob Bentley and Paul Reiman of Hewitt Associates at the TrueConnection 2008 Sales Performance Management Conference, hosted by Callidus Software
Bridging the Online and Offline: How to Apply Product Thinking to Expanding Y...Aggregage
In a post-COVID world, online retailers are forced to reevaluate their position and address the challenge of adopting new customer experiences. Even brick and mortar businesses are integrating more digital approaches to CX -- testing out loyalty programs and subscription-based models.
The reality is that with the new wave of digital considerations, navigating expansion can be a tricky subject. Companies have to develop new muscles, challenge their existing biases, and “learn as fast as they ship.”
Join John Cutler, Product Evangelist and Coach at Amplitude, for this enlightening discussion on the current state of the ecommerce landscape.
In this session, you will learn:
• How to shift your ecommerce strategy to encompass a more product-based ideology
• How product data can optimize your subscription and loyalty models
• What the major considerations when expanding into new territories are
Manufacturing Value Streams and Supply ChainsLucas Group
Manufacturers of all sizes now realize that there are profits to be made from an efficient and effective value chain. While the challenges are significant, the benefits of analyzing and improving your value stream are beyond debate.
WoolWorths & ITC Infotech experts' take on the role of loyalty programsITC Infotech
Businesses must craft unique propositions around aggregate customer experience and not just around the product's functional attributes. Discover ways to use loyalty programs to create a contextual brand experience with experts from ITC Infotech and Woolworths
Sophelle Focus Report | Product Findability: Connecting People and Products O...Julie Barile
Product findability is more than on-site search.
Doing product findability right connects the right person
with the right product at the right time. Consumers
don’t recognize channels, technologies, warehouse
locations, or drop-ship relationships. They are expecting
a seamless, frictionless experience, and retailers that
provide it are succeeding in the marketplace.
Connecting people and products effectively significantly
improves the customer experience and leads directly to
downstream benefits.
Customers want retailers to meet them with relevancy
wherever they choose to shop. Seamless customer
experiences across all touchpoints requires coordinated
operations, integrated systems, and shared data
throughout the enterprise. Retailers must find the right
mix of solutions for their products and customers.
When it comes to scrutinizing costs, most insurance companies can say “Been there, done that. Got the t-shirt.” Managers are familiar with the refrain from above to trim here and cut there. The typical result is flirtation with the latest management trends like lean, outsourcing and offshoring, and others. However, the results tend to be the same. Budgets reflect last year’s spend plus or minus a couple of percent in the same places.
Interview with FD Magazine with Carl Peeters CFO and Johan Heyman VP Global Operations of Barco, on how Barco is using the supply chain triangle to better manage inventories and drive more value via improved supply chain management
Supply chain strategy and financial metrics 20180314Bram Desmet
presentation for the productie werkgroep process industrie PGWP, what is supply chain management, the link with strategy, the link with finance, the link between supply chain strategy and finance
Supply chain strategy and financial metrics 20180118Bram Desmet
Presentation on my book supply chain strategy and financial metrics, the supply chain triangle of service, cost and cash for master in management at antwerp management school. Makes connection between strategy, finance and supply chain
Supply chain strategy and financial metrics 20171213Bram Desmet
Presentation for Supply Chain Finance course at Vlerick Business School. Linking supply chain triangle to finance via the return on capital employed. Using the strategy model of Treacy & Wiersema to show the impact on EBIT versus Capital Employed.
Sc mba in 3 days - ICT & Logistiek Utrecht - supply chain triangle 20171129Bram Desmet
presentation on the supply chain triangle as given at the ICT & logistiek fair in Utrecht on 29/11/2017, discusses the need to balance service cost and cash, the need for benchmarking in multiple dimensions, and how strategy affects key financial and supply chain KPIs
Supply chain management as THE source of value within and accross companies 2...Bram Desmet
Key note presentation from Windesheim - BLMC conference 19/06/2017 in Zwolle on "implementing supply chain management". Using the Supply Chain Triangle to explain what is supply chain management, how supply chain and finance is about optimizing the return on capital employed. Discussing how S&OP is THE key supply chain process to create alignment in the triangle
The impact of business strategy on forecasting and forecast performance 20170319Bram Desmet
Bram is working on a book called 'Supply Chain Strategy and Financial Metrics'. With the 'Supply Chain Triangle' he captures the supply chain struggle of many companies in balancing service, cost and cash. Improved forecasting is a cornerstone in improving that balance. He shows how different business strategies (e.g. cost, versus product leadership), lead to different trade-offs in the triangle, and to different forecasting challenges. Using cases from high-tech and retail he illustrates how different strategies come with different levels of complexity. When benchmarking forecast accuracy (and supply chain KPIs in general), accounting for that strategy is crucial, not to compare apples to pears.
How to define a supply chain strategy 20170319Bram Desmet
Presentation from Value Chain Supply Chain Innovations 2017. Explaining the link between strategy, supply chain and financial KPIs. With cases from Food Retail and High-Tech. Material for a book on 'Supply chain Strategy and financial metrics', based on the supply chain triangle.
IN DUTCH - Using our holistic metrics framework to map your supply chain stra...Bram Desmet
Article from Value Chain Magazine. In a series of articles inspired by the book Supply Chain Metrics that Matter from Lora Cecere. In this eight and last article, we use our holistic metrics framework, built around the supply chain triangle, to develop a business case for a supply chain improvement project. We also illustrate how different strategies impact the trade-off between the metrics and how different strategies lead to different priorities in the metrics framework.
IN DUTCH - A holistic metrics framework for your supply chain strategyBram Desmet
Article from Value Chain Magazine. In a series of articles inspired by the book Supply Chain Metrics that Matter from Lora Cecere. In this seventh article, we provide an answer on how to ‘plug the holes’ in the SCOR metrics framework by looking at what is driving value from customers and is needed to separate Operational Excellence players from Customer Intimacy or Product Leadership players. We illustrate the metrics framework in showing how it can be used to build a business case for the implementation of an SiOP solution in a manufacturing company.
SCELP Nyenrode - Strategic target setting using the supply chain triangleBram Desmet
Presentation for SCELP, the Supply Chain Executive Leadership Platform at Nyenrode Business University. Using the Supply Chain Triangle to define which metrics we need to balance, how to link them to the business strategy, using the triangle to show the SCOR model is missing the dimensions of product complexity and product portfolio complexity. Proposing a new holisitic KPI framework that shows strategic trade-offs and their impact on the supply chain.
English - 5 - Strategic benchmarking in the supply chain triangle.Bram Desmet
This article is the fifth and last in a series of articles inspired by the book ‘Supply
Chain Metrics That Matter’. In her latest book Lora Cecere introduces ‘which are
the metrics that matter’, ‘how to ensure strength, balance and resilience’, what
are the ‘evolutions in different sectors’, …
In this fifth article, we investigate who are the product leader, the customer
intimacy players and the operational excellence leaders, in our technology
benchmark. We derive targets for Gross Profit, EBIT and Inventory Turns, and
show how they differ by chosen strategy. We hope you enjoy the reading.
English - 3 - Financial benchmarking for inventory turns and working capital.Bram Desmet
This article fits in a series of articles inspired by the book ‘Supply Chain Metrics
That Matter’. In her latest book Lora Cecere introduces ‘which are the metrics that
matter’, ‘how to ensure strength, balance and resilience’, what are the ‘evolutions
in different sectors’, …
In this third article, Bram tries to explore alternatives for measuring the cash side
and the service-cost side of the supply chain triangle. He compares inventory
turns and CCC for the cash side. He compares EBIT and EBITDA for the service-cost
side. We also derive the best practice curve amongst 3 benchmark companies and
derive resulting targets for a combination of EBIT-inventory or EBIT-CCC. We hope
you enjoy the reading.
English - 1 - Balancing cash cost and service. The supply chain triangle.Bram Desmet
This article fits in a series of articles inspired by the book ‘Supply Chain Metrics
That Matter’. In her latest book Lora Cecere introduces ‘which are the metrics that
matter’, ‘how to ensure strength, balance and resilience’, what are the ‘evolutions
in different sectors’, …
In this first article, Bram tries to find the balance via the Supply Chain Triangle of
Service, Cost and Cash. Next articles will define ‘how to set balanced targets’ and
‘how to make choices in function of a chosen business strategy’. We hope you
enjoy the reading.
5 Questions for Lora Cecere on the Metrics That Matter - Supply Chain Innovat...Bram Desmet
Interactive keynote discussion with Lora Cecere on the metrics that matter at Supply Chain Innovation 2016 from Value chain. Presentation is built around 5 questions which the audience had to vote agree yes/no. Includes a word cloud on what to do to improve balance in the supply chain.
Supply chain innovations 2016 - strategic target setting in the supply chain...Bram Desmet
Presentation for the Supply Chain Innovations conference of Value Chain in 2016. Talking about how to use the supply chain triangle to define which sets of metrics to benchmark, and how strategy influences the target setting.
IN DUTCH - Driehoeksdillema voorraden duurzaam verminderen. dillema in the ...Bram Desmet
Driehoeksdillema - voorraden duurzaam verminderen. Dillema in the Supply Chain Triangle - sustainable reduction of inventories. Magazine voor Financieel Directeurs. Magazine for Financial Directors. Testimonial by Carl Peeter, CFO Barco, and Johan Heyman, VP Global Operations Barco; #supplychain #triangle #workingcapital #inventory
IN DUTCH - strategic benchmarking in the supply chain triangle 201601Bram Desmet
Article from Value Chain Magazine. In a series of articles inspired by the book Supply Chain Metrics that Matter from Lora Cecere. In this fifth and last article, we derive a strategic benchmark for our example technology companies. What is the target gross profit / EBIT / Inventory turns, for a product leader / customer intimacy leader / operational excellence leader. How does the strategy come into play when setting balanced targets for an integrated set of metrics?
Dutch - Linking the supply chain triangle to strategy.Bram Desmet
Article from Value Chain Magazine. In a series of articles inspired by the book Supply Chain Metrics that Matter from Lora Cecere. In this fourth article, we link the supply chain triangle to the strategy model of Treacy & Wiersema. We show the strategy defines the trade-off between EBIT and inventory turns. In a fifth article, we extend that into a benchmark of multiple companies.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
My vision for supply chain 2020. Deep integration!
1. My Vision for Supply Chain 2020? Deep integration!
I recently got interviewed as a blogger for the Global Summit. The question was how I imagine the
Supply Chain in 2020. My first thought went to ‘deep integration’.
What strikes me the most when I’m consulting or teaching companies is the lack of integration in today’s
supply chains. If I look at retailers it is still common to have private label suppliers stuffed with
inventory, central or regional DC’s stuffed with inventory and shops stuffed with inventories. We all
demand high service levels from one step to the next. There seems to be a lack of trust, a lack of
transparency, a lack of integration. Seeing this, makes my supply chain heart bleed. I was lucky to pursue
a Phd in multi-echelon inventory optimization. It is easy to show that instead of buffering risks echelon
per echelon, it is better to let go of internal service levels and pool risks on the customer facing echelon.
Letting go of the internal service levels also allows optimization of costs and focusses the supply chain
on the service level that really counts, which is the one to the final customer.
I see comparable things in B2B environments. We have outsourced big chunks of manufacturing but are
stuck with inflexible supply contracts. We are exposed to tier-2 risks but are unaware and only discover
it after the Japan earthquakes or the Thailand floods. We may sell our product via distributors, but they
are often averse of keeping inventories, they demand short lead times and high service levels. Or we
might sell directly to end customers, but we often have little to no view on their inventory levels, actual
or planned consumptions. We just see spiky orders in an irregular pattern and have to deliver at +95%
service levels. Again there seems to be a lack of trust, a lack of transparency, a lack of integration.
So why would it change?
In recent projects and teachings I have often referred to the supply chain triangle as a concept to
illustrate the basic trade-offs to be made in supply chain. It is shown below. One can imagine that
increasing service by offering more products on a shorter lead time can increase both cash and cost.
Sourcing in low cost countries could lower cost but increases inventories and inventory risk (write-offs).
2. In general, I believe that in the last decade, the pressure on cash, cost and service has been steadily
increasing. The financial crisis of 2008-2009 has given a major push to do more with less. In retail the
online players are putting the pressure on the bricks players to improve service at reduced prices. In
many B2B markets global flows have become the standard. Excess capacities in one region are dumped
in another region and are disrupting market shares. To survive, inventories and margins need to be as
sharp as a razor blade.
As the pressure on cash, cost and service keeps on rising, many companies will have no alternative to a
deeper integration. To use Lora’s words they will need to become truly “market-driven”. Picking up
demand signals down in the market and translating them to the upstream operations. But also picking
up supply signals up in the supply markets and translating them into demand shaping actions down at
the customer side. We will have to cross company borders, pushing stocks down the chain e.g. to
distributors, and working out financing agreements that share the burden over all parties involved. We
will have to account for production costs at the private label manufacturer, and see how we can
efficiently plan the extended supply chain instead of just echelon per echelon.
What’s the biggest risk?
Technologies will have to evolve. Traditional integrated planning systems are going wall-to-wall but have
difficulties crossing those walls. What to do if I have 50 distributors each using a different ERP developed
by a local company in a local language.
Processes will have to adapt. Instead of having a commercial discussion with my distributor once every
quarter, where he commits to orders, and where ordering behavior is driven by sales incentives and
price reductions. We will need to come to daily or weekly monitoring and ordering and agree who will
be financing which part of the inventories, who will take responsibility for non-movers, … We will need
to do a true S&OP with our suppliers to show true market demands, assess the supply chain cost of up-
and downswings, decide how to split the costs and the margins of the decisions we take.
But the biggest risk is certainly the trust. Purchasing may not like an open communication with the
supplier as it undermines their negotiation position. Sales may distrust a supply chain way of managing
channels as it limits their flexibility to hit targets. As Lora rightly mentioned in the interview, we’ll have
to define what we mean with integration. And we’ll have to specify how the new, integrated model, is
working compared to the old. We’ll need to show sales people how true demand shaping can help
hitting targets while improving margins. We’ll have to show purchasing people how sharing information
shifts the discussion from cost reduction to benefit sharing and how to deal with that type of
discussions. We’ll have to build and advertise successful cases. Building these cases will require a team
that has a broad end-to-end supply chain view. This will require horizontal career paths, ensuring sales
has been in purchasing or manufacturing and vice versa. It will also require visionary leaders who have
the vision and are ready to take the leap forward.
So it will depend on the people. Up to all supply chain believers to push the vision and translate it into
manageable pieces. This will ensure we keep moving to the next level as we’re marching to 2020.
Note: the full interview between Lora and Bram is available on http://supplychaininsights.com/podcast/