The ascendancy of supply chain
In 2005 Gartner released a survey that showed that over 50% of the supply chain is now managed outside of the enterprise. It is no longer an internal function and the success of the business is now down to the success of the extended supply chain. So what does this mean for todays Supply Chain and logistics leaders? How must you adapt to change and what should you expect?.
Learn about
The increasing awareness of supply chain
The ascendancy of supply chain leaders to the board room
How to sell your SCL function to internal business functions
Changing the CEO's view of SCL from a cost to a value added process
Driving Supply Chain Process Improvement: Trials and TribulationsLora Cecere
The presentation given by Dave Biegger, Senior Vice President of Global Supply Chain at Campbell Soup Company, at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 10, 2014
Driving Supply Chain Process Improvement: Trials and Tribulations
Join this discussion to understand what propelled Campbell Soup Company to lead the pack in the food and beverage peer group for the period of 2006-2012 and then falter in 2013.
Over 40,000 clients around the globe use the Accenture Supply Chain Academy because they want to raise the performance of their supply chain through knowledge & skill development of their employees... Our online learning solution has allowed them to improve efficiency and reduce cost because we cover all the functional areas of the supply chain. I would love to discuss this with you further patricia.b.terra@accenture.com
Accenture works with the leading agrochemical companies to annually benchmark supply chain and business performance. This report highlights the key findings and insights from our 2015 study, which focused on the quantitative aspects of performance within the crop protection segment.
P&G: Implementing a Shark Tank Environment to Drive Innovation with Small Tec...Lora Cecere
P&G is a leader in supply chain management. With more than 60B$ in annual revenues, the Company understands that their processes can be overwhelming for small technology providers? What to do? Create a process and an organization to drive innovation. In this presentation, from the Supply Chain Insights Global Summit 2019, Michael Miller, explains the process.
Presentation Given at the Annual CSCMP Event on September 25Lora Cecere
Presentation given in the Supply Chain Finance Track on the Supply Chains to Admire. Presentation given by Lora Cecere, Founder of Supply Chain Insights, Sam Borthwick, Research Associate, Supply Chain Insights and Brian Tessier, VP of Innovation, Schneider Electric
Driving Supply Chain Process Improvement: Trials and TribulationsLora Cecere
The presentation given by Dave Biegger, Senior Vice President of Global Supply Chain at Campbell Soup Company, at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 10, 2014
Driving Supply Chain Process Improvement: Trials and Tribulations
Join this discussion to understand what propelled Campbell Soup Company to lead the pack in the food and beverage peer group for the period of 2006-2012 and then falter in 2013.
Over 40,000 clients around the globe use the Accenture Supply Chain Academy because they want to raise the performance of their supply chain through knowledge & skill development of their employees... Our online learning solution has allowed them to improve efficiency and reduce cost because we cover all the functional areas of the supply chain. I would love to discuss this with you further patricia.b.terra@accenture.com
Accenture works with the leading agrochemical companies to annually benchmark supply chain and business performance. This report highlights the key findings and insights from our 2015 study, which focused on the quantitative aspects of performance within the crop protection segment.
P&G: Implementing a Shark Tank Environment to Drive Innovation with Small Tec...Lora Cecere
P&G is a leader in supply chain management. With more than 60B$ in annual revenues, the Company understands that their processes can be overwhelming for small technology providers? What to do? Create a process and an organization to drive innovation. In this presentation, from the Supply Chain Insights Global Summit 2019, Michael Miller, explains the process.
Presentation Given at the Annual CSCMP Event on September 25Lora Cecere
Presentation given in the Supply Chain Finance Track on the Supply Chains to Admire. Presentation given by Lora Cecere, Founder of Supply Chain Insights, Sam Borthwick, Research Associate, Supply Chain Insights and Brian Tessier, VP of Innovation, Schneider Electric
Presentation prepared for the EyeOn conference on the Future of Supply Chain Technologies to be presented in Rotterdam on November 12th. Small group discussion on the future of supply chain.
In few years only, Supply Chain Management became one of the trendiest topic for organizations facing globalized markets. But in parallel it also remained one of the foggiest topic for managers at every level.
To develop Managers' level of understanding, let's review the main tendencies forging Supply Chains in 2017.
Driving Success in Automotive - JDA Software and AccentureJDA Software
While most automotive OEMs and their supplier tiers are
struggling to reconcile their old ways of doing business with the
“new normal” economy, there is good news for those companies
willing to innovate and adapt their production models.
The 2017 21st Annual Third-Party Logistics Study shows that shippers and their third-party logistics providers continue to move away from primarily transactional relationships and toward meaningful partnerships. Since the study began 21 years ago, researchers have seen the continued improvement in the strategic nature of relationships between shippers and third-party logistics providers.
This year’s survey suggests 3PLs and their customers continue to improve the quality of their relationships. Both parties—91% of 3PL users and 97% of 3PL providers—reported that their relationships are successful and that their work is yielding positive results.
Founded in 1966, Groenewout provides professional consulting in Logistics and Supply Chains Management.
Our core competence has been sharpened in supply chains optimization and detailed designs of manufacturing-, distribution- and
fulfillment centers. We place a great deal of emphasis on both the identification and realization of feasible opportunities.
VTech published its first Sustainability Report for the financial year 2013 (FY2013),
included as a section in our Annual Report 2013. The purpose of the report is to
inform our stakeholders of our ongoing activities to conserve energy, protect the
environment and demonstrate the principles behind our sustainability strategies.
Scoring High on the Supply Chain Maturity Modelaconris
This is my presentation from CSCMP Europe 2007 conference. Discover how leading practices are being used to transform supply chain performance by attending this session on the Global Value Chain Study. This study, undertaken by IBM Global Business Services in conjunction with APQC, identifies current practices, captures significant trends and establishes operational performance benchmarks in several key areas of Supply Chain Management: New Product Development, Planning, Procurement, and Logistics. By analyzing responses from
companies across a range of industries, in multiple geographies worldwide, it provides unique insight into challenges and demonstrates how supply chain management is changing from a static and cost-centric function to an evolving, integrated business model.
Next-generation supply chains Efficient, fast and tailored: Key findings from...Infinite Myriaads
The report identifies six key traits of highly effective supply chain managers. It shows how Leaders are moving ahead of the pack; tailoring their supply chains to customer needs and investing in next-generation capabilities while keeping  the focus on supply chains that are both fast and efficient. A key objective of the study is to link responses to key performance outcomes--separate the Leaders and Laggards.
Implement Consulting Group has summarised the strategic levers into five supply chain megatrends.
1.Multiple Supply Chains
2. Move On or Move Home
3. Green and Sustainable Supply Chains
4. Global Supply Chain Risk Management
5. Managing Supply Chain Complexity
Retailers today are faced with unprecedented challenges ranging from shifting retail formats, overabundance of consumer choice, fast-changing technology, greater focus on quality and price to a tough economic climate. The result is that those who are not constantly innovating run the risk of falling behind. This white paper looks at the top five supply chain challenges that retailers face today and maps out a series of strategies to address these challenges based on research and direct experience in supporting retailers to maintain a competitive advantage in a highly competitive market.
Presentation prepared for the EyeOn conference on the Future of Supply Chain Technologies to be presented in Rotterdam on November 12th. Small group discussion on the future of supply chain.
In few years only, Supply Chain Management became one of the trendiest topic for organizations facing globalized markets. But in parallel it also remained one of the foggiest topic for managers at every level.
To develop Managers' level of understanding, let's review the main tendencies forging Supply Chains in 2017.
Driving Success in Automotive - JDA Software and AccentureJDA Software
While most automotive OEMs and their supplier tiers are
struggling to reconcile their old ways of doing business with the
“new normal” economy, there is good news for those companies
willing to innovate and adapt their production models.
The 2017 21st Annual Third-Party Logistics Study shows that shippers and their third-party logistics providers continue to move away from primarily transactional relationships and toward meaningful partnerships. Since the study began 21 years ago, researchers have seen the continued improvement in the strategic nature of relationships between shippers and third-party logistics providers.
This year’s survey suggests 3PLs and their customers continue to improve the quality of their relationships. Both parties—91% of 3PL users and 97% of 3PL providers—reported that their relationships are successful and that their work is yielding positive results.
Founded in 1966, Groenewout provides professional consulting in Logistics and Supply Chains Management.
Our core competence has been sharpened in supply chains optimization and detailed designs of manufacturing-, distribution- and
fulfillment centers. We place a great deal of emphasis on both the identification and realization of feasible opportunities.
VTech published its first Sustainability Report for the financial year 2013 (FY2013),
included as a section in our Annual Report 2013. The purpose of the report is to
inform our stakeholders of our ongoing activities to conserve energy, protect the
environment and demonstrate the principles behind our sustainability strategies.
Scoring High on the Supply Chain Maturity Modelaconris
This is my presentation from CSCMP Europe 2007 conference. Discover how leading practices are being used to transform supply chain performance by attending this session on the Global Value Chain Study. This study, undertaken by IBM Global Business Services in conjunction with APQC, identifies current practices, captures significant trends and establishes operational performance benchmarks in several key areas of Supply Chain Management: New Product Development, Planning, Procurement, and Logistics. By analyzing responses from
companies across a range of industries, in multiple geographies worldwide, it provides unique insight into challenges and demonstrates how supply chain management is changing from a static and cost-centric function to an evolving, integrated business model.
Next-generation supply chains Efficient, fast and tailored: Key findings from...Infinite Myriaads
The report identifies six key traits of highly effective supply chain managers. It shows how Leaders are moving ahead of the pack; tailoring their supply chains to customer needs and investing in next-generation capabilities while keeping  the focus on supply chains that are both fast and efficient. A key objective of the study is to link responses to key performance outcomes--separate the Leaders and Laggards.
Implement Consulting Group has summarised the strategic levers into five supply chain megatrends.
1.Multiple Supply Chains
2. Move On or Move Home
3. Green and Sustainable Supply Chains
4. Global Supply Chain Risk Management
5. Managing Supply Chain Complexity
Retailers today are faced with unprecedented challenges ranging from shifting retail formats, overabundance of consumer choice, fast-changing technology, greater focus on quality and price to a tough economic climate. The result is that those who are not constantly innovating run the risk of falling behind. This white paper looks at the top five supply chain challenges that retailers face today and maps out a series of strategies to address these challenges based on research and direct experience in supporting retailers to maintain a competitive advantage in a highly competitive market.
We have a specialized team of experts who can provide supply chain management assignment help in a desired way. EssayCorp knows that students look for quality services at an economical price, therefore we provide the best service within deadline at an affordable price. We always ensure that whenever students approach us they get satisfied every time.
Orchestrating a Supply Chain Competitive EdgeCognizant
An effective supply chain is the key to creating business value. This paper will help you benchmark your performance today and take a methodical organizational approach to improving your supply chain effectiveness.
ABOUT RETURNS is a brand new event to talk about the Reverse Supply Chain and Returns Management in a Customer-Centric and Circular Economy. ABOUT RETURNS '17 is the kickoff for an event that we will organize every year.
Driving Supply Chain Improvements Using a Tailored Supply Chain StrategyLora Cecere
Presentation given at the 2016 Supply Chain Insights Global Summit - 7-9 SEP 2016 at The Phoenician in Scottsdale, AZ
Driving Supply Chain Improvements Using a Tailored Supply Chain Strategy
• Mourad Tamoud – SVP of Global Supply Chain – China , Schneider Electric
Being global requires a careful definition to drive improvement. For Schneider electric the journey started with the definition of supply chain models starting at the customer. In this presentation, Mourad Tamoud, SVP of Schneider Electric shares his insights on driving this journey in the emerging market of China.
To see the video go to http://supplychaininsightsglobalsummit.com/2016-summit-presentations/
The supply chain viewpoint to circular business modelsAnna Aminoff
Conference presentation in POM 2016
Recently, the circular economy (CE) has attracted increasing attention as a way to reduce global sustainability pressures and to enable sustainable growth. A CE is an industrial system aiming to slow, close or narrow the cycles of the global economy. The lock-in to the linear supply chains of today is one of the major barriers in transition towards a CE, but academic literature is in its infancy. This paper develops a framework that helps to structure the vast concept of SCM in a CE and to classify the core SCM issues according to specific business models. The framework is applied in two cases.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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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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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.
3.0 Project 2_ Developing My Brand Identity Kit.pptx
The Ascendancy of Supply Chain - Alan Waller, Efeso Consulting.
1. SCL – CXO Event
The Ascendancy of Supply Chain
Professor Alan Waller OBE
Vice President Supply Chain Innovation
EFESO Consulting
Liverpool, UK 23 June 2016
2. Professor Alan Waller OBE
Vice President, SC Innovation, EFESO Consulting
Visiting Professor, Cranfield School of Management
Past International President, CILT
Global Research Committee, APICS SCC
President, Leaders in Supply Chain
Chairman, ELUPEG Europe
Director and Trustee, Transaid
3. Ever more
demanding
consumers
Changing market
boundaries and new
channels
Aggressive global
competition
Industry
consolidation and
alliances
Sustainability/ Risk/
Environmental
issues
Financial/Economic
pressures
Speed of technology
change
Shortening product
life cycles
Hypercompetition
+
Globalisation
Competitive Pressures in the Supply Chain
Serving localised customer needs through longer, more complex supply lines
Supply Chain Management in a Global World
4. The Way Forward7
Case Study - Indonesia6
The Key ‘Get-Rights’ of Supply Chain Transformation5
The Challenges of Strategic Change4
Integrating Supply Chain with Business Strategy3
The Changing Role of the Supply Chain2
The New Consumer - Global Developments1
Supply Chain Transformation- Lessons Learnt
Agenda
5. The Way Forward7
Case Study - Indonesia6
The Key ‘Get-Rights’ of Supply Chain Transformation5
The Challenges of Strategic Change4
Integrating Supply Chain with Business Strategy3
The Changing Role of the Supply Chain2
The New Consumer - Global Developments1
Supply Chain Transformation- Lessons Learnt
Agenda
6. The New Consumer is Continuing to Evolve
• Customers want buying to be:
• Easier
• Faster
• Cheaper
• More fun
• Real value
• Responsible
Consumers want omni-channel offerings to:
› View
› Select
› Buy
› Receive
› Return
Quality
Consistency
Service
Selection
Convenience
Price
Time
Effort
Risk
More
Less
Customer behaviour drives Value Chain Trends
7. The Emerging Value Chain- The Global Picture
Manufacturers
Focus on core
Network/outsource
Agility
Volume economics
Supply Chain visibility
Collaboration
Sustainability
Management of risk
Process driven
Consumers
Ever more demanding -
collectively and
individually
Pro-active
Interactive
Multi-channel
Omni-channel
Responsible buying
Retailers
Increased customer reach
Enhanced propositions/choice
Increased availability
Increase SC control
Responsible sourcing
Logistics Companies
Dedicated solutions
Value-Added solutions
Collaborative solutions
Break the vicious circle
Systems
ERP
Bolt-ons /APS
Joining SC players
Process driven
Technology
New products
New channels
New customers
Low cost
VALUE CHAIN
RESPONSE
8. The Way Forward7
Case Study - Indonesia6
The Key ‘Get-Rights’ of Supply Chain Transformation5
The Challenges of Strategic Change4
Integrating Supply Chain with Business Strategy3
The Changing Role of the Supply Chain2
The New Consumer - Global Developments1
Supply Chain Transformation- Lessons Learnt
Agenda
9. Organisation of the Future:
Supply Chain Management in the Boardroom
Supply Chain Management coordinates the internal and external
networked resources to drive VALUE through the business
The Supply Chain strategy will complement
and enable the overall business strategy for
top line growth
Excellence in Supply Chain execution will
deliver the bottom line results
The Supply Chain leader of the future will
have to:
Understand interfacing functions
Make increasingly strategic decisions
Move from "value delivery" to "value creation"
Manage risk in the extended enterprise
Merit board level recognition
SUPPLY CHAIN AS A FUNCTION- AND AS A PROCESS!
Ext.
Finance IT HR Comm.
R & D
Supply
Chain Sales
&
Mktg.
Strat.
Planning
Leading
Processes
Value Adding
Processes
Support
Processes
Core Business Processes
VALUE CREATION
10. Supply Chain as a Function - AND as a Value Added Process in
the Boardroom
11. The Way Forward7
Case Study - Indonesia6
The Key ‘Get-Rights’ of Supply Chain Transformation5
The Challenges of Strategic Change4
Integrating Supply Chain with Business Strategy3
The Changing Role of the Supply Chain2
The New Consumer - Global Developments1
Supply Chain Transformation- Lessons Learnt
Agenda
12. M4SC (Management for Supply Chain) Approach:
Value Chains - so much more than trucks and sheds...
According to the Harvard
Business Review, 40% of all
investments are wasted
due to a lack of alignment
with business strategy
Source: APICS Supply Chain Council 2013 and 2015
13. The Way Forward7
Case Study - Indonesia6
The Key ‘Get-Rights’ of Supply Chain Transformation5
The Challenges of Strategic Change4
Integrating Supply Chain with Business Strategy3
The Changing Role of the Supply Chain2
The New Consumer - Global Developments1
Supply Chain Transformation- Lessons Learnt
Agenda
14. Solving Efeso/Cranfield School of Management
SC Strategy in the Boardroom Survey 2009/2012
N= 181
Success of Supply Chain Strategies
This is a 50% chance of success or failure!
15. Solving Efeso/Cranfield School of Management
SC Strategy in the Boardroom Survey 2009/2012
Company culture, lack of senior management leadership and
lack of information are the top 3 barriers to overcome
N= 181
16. Solving Efeso/Cranfield School of Management
SC Strategy in the Boardroom Survey 2009/2012
Respondents rate People barriers much higher than technical barriers
N= 181
Sum of scores for people related vs technical related barriers
‘No technical barriers or
restraints, the issues are
around change management.
The situation is improving with
implementation successes
which feed to accelerate the
implementation process.’
‘The main constraint is the
speed of change. We reckon
that we are not very good at
change management - the
culture doesn’t let us be fast
enough.’
Technical 20%
Type of barrier
"...Survey Quotes..."
17. The Way Forward7
Case Study - Indonesia6
The Key ‘Get-Rights’ of Supply Chain Transformation5
The Challenges of Strategic Change4
Integrating Supply Chain with Business Strategy3
The Changing Role of the Supply Chain2
The New Consumer - Global Developments1
Supply Chain Transformation- Lessons Learnt
Agenda
18. The key “get rights” for Supply Chain Strategies and Initiatives
Supply Chain Strategy
in the Boardroom..
Top level support
Benefit Tracking
Active involvement of
other functions
Change
Management
dealing with
cultural and
people issues
Frequent /
continuous
review
Continuous
adaptation
Share learning Vision led
Quantitative
Modelling
Risk Management
Source: Solving Efeso/Cranfield School of Management:: Supply Chain Strategy in the Boardroom Survey 2009/2012:
19. The Way Forward7
Case Study - Indonesia6
The Key ‘Get-Rights’ of Supply Chain Transformation5
The Challenges of Strategic Change4
Integrating Supply Chain with Business Strategy3
The Changing Role of the Supply Chain2
The New Consumer - Global Developments1
Supply Chain Transformation- Lessons Learnt
Agenda
20. 1,811,569 sq km land
251,160,124 inhabitants
GDP / Capita (ppp): $5,000 (2012 est.)
The Market Opportunity - Indonesia
SEA is a massive and growing market place
Urban GDP per capita in Indonesia is 10 times
the average
Within ‘Urban’, analysis showed over 5 million
‘New Consumers’ (‘A’ Socio-Economic class),
growing at over 30% per annum
The ‘Traditional Market’ (necessity purchases
of small quantities),is served by a diverse and
highly fragmented retail structure supported
by an inefficient complex trade channel
The ‘New Consumer’ market (regular
purchases of bulk quantity), is served by a
developing self-service trade that demands a
new level of supply performance
Failure to support the ‘New Consumer’ is a lost
opportunity and will lead to a decrease in
market share
21. Indonesia - Major Multinational FMCG Manufacturer
Traditional Trade Channels
22. Indonesia - Major Multinational FMCG Manufacture - over 7
weeks of finished goods inventory
23. Indonesia - Major Multinational FMCG Manufacturer - evolution
of Trade Channels
• Retail Outlets
– Traditional Shop/Toko
– Self-Service Outlet
– Small Family Chain
• Regional/National/International Chains
– Wholesale Supply
– Dedicated Distributor
– Non-dedicated/Full-line Wholesaler
– Cash ‘n’ Carry
• Over 50% will still be through the traditional route
The New Retailers will drive overall Market Growth of 30% pa
24. Indonesia - Major Multinational FMCG Manufacturer - Servicing
the Trade Channels
The Self-Service Trade will not thrive with existing Trade Channels
25. Indonesia - Major Multinational FMCG Manufacturer
Innovation and The Strategic Vision
• An Integrated Supply Chain to meet all customer needs at
lowest total cost
• Development of a new trade channel to meet the rapidly
developing self-service market
• Maintain and improve the traditional route to market
• Introduce Flexible Manufacturing Processes to create an
agile supply chain response
• Develop Existing Key Suppliers Through Partnerships
• Develop Partnerships with the New Retailers
• Develop LSP Partnerships
• Introduce new systems to support the SC Vision
A Vision to benefit all Supply Chain Players and grow market share
26. Indonesia - Major Multinational FMCG Manufacturer
Business Benefits
• Protect and Grow Market Share
• Align the business to address the new market
requirements
• Provide reliable service to the self-service sector through
a shorter less complex and more responsive supply chain
• Improve but not disrupt the traditional trade channel
• Improve supply & manufacturing to benefit both trade
channels
• Reduce inventory
• Reduce costs
• Improved overall customer service
A Supply Chain Vision creating value, growth, and competitive edge in a
rapidly changing environment and market place
27. Indonesia - Major Multinational FMCG Manufacturer
Key elements driving successful implementation
– Communicate and get buy-in to the Vision
– Commit the CEO and set up a Supply Chain Executive in the Board Room
– Establish the overall project on the Board Agenda as a key priority
– Appoint an Internal Champion – the very best the business has
– Define, schedule and prioritise the change projects (41 projects)
– Appoint internal project leaders and cross-functional project teams
– Set up a communication plan and communication programme
– Set up Supply Chain Master Classes (Locally and in the UK)
– Work with suppliers/outsourcing partners and customers
– Audit changes in the business culture and performance:
• Assess: Innocence/Awareness/Understanding/Action/Results
• All Board members, internal management and external partners
– Integrate the change programme with systems implementation programme
28. The key “get rights” for Supply Chain Strategies and
Initiatives, also essential for the Indonesian case
Source: Solving Efeso/Cranfield School of Management:: Supply Chain Strategy in the Boardroom Survey 2009/2012:
29. The Way Forward7
Case Study - Indonesia6
The Key ‘Get-Rights’ of Supply Chain Transformation5
The Challenges of Strategic Change4
Integrating Supply Chain with Business Strategy3
The Changing Role of the Supply Chain2
The New Consumer - Global Developments1
Supply Chain Transformation- Lessons Learnt
Agenda
30. Positioning Supply Chain in the Business
Does the Board Embrace
Supply Chain as a Key Value-
Added Business Process?
Is the senior supply chain
person on the Board?
Over 50% of companies have the Supply Chain
Leader on the Executive Board of their
Business Unit
For manufacturers, nearly 40% of supply
chain leaders are responsible for Source,
Make and Deliver
What is Supply Chain
functionally responsibility for?
Cranfield / Solving Efeso
- Key Survey Results 2009-2012
31. Technical, analytical background
Single discipline, functional focus
Works within function, not outside
Fact based - not trained to challenge
commercial plans
Limited involvement in business and
commercial strategies
More focused on mastering the planning IT
system than on cross functional
communication
Linear career
Strong communicator – gravitas within
Leadership team
Multi disciplinary – able to understand
corporate & customer service strategy
Collaborative - works as a team player, does
“external sensing”
Vision led – but practical and pragmatic
Fact based - but able to deal with
“ambiguity and ambition"
Able to deal with mix of global, regional &
local culture/ leadership styles
T-SHAPED LEADERS
ZIG-ZAG career
What it all means for Supply Chain Leaders of the future ?
Past Profile Future Profile
32. Practical Lessons from Implementing
Successful Supply Chain Strategic Change
Excellence in Supply Chain is a Competitive Advantage
Supply Chain Strategy needs to support and can shape Business Strategy
Implementation Challenges cannot be underestimated
Successful Strategic Change needs to be
› Vision-Led
› CEO/Board driven
› Actively supported by the involvement of other functions
› Actively supported by players in the Extended Supply Chain
Strategy development/implementation needs to be based on best practice
and have Change Management and Performance Behaviour at its very
core
Implementation must be addressed when the Vision is being developed
SUCCESS IN IMPLEMENTATION IS A COMPETITIVE ADVANTAGE
SUPPLY CHAIN MUST PROVIDE LEADERSHIP TO MAKE CHANGE HAPPEN
33. Conclusions
The practice of good supply chain varies hugely across different businesses
There is a clear link between supply chain excellence and business success
There are identifiable businesses where rapid implementation of a new supply chain
strategy has positively impacted business performance, and also where failure in
implementation has significantly damaged the business.
Experience of undertaking over 55 Supply Chain Strategic projects in all sectors and
geographies has identified wide-spread implementation difficulties.
The 2009/2012 research has quantified the impact of these difficulties, and has identified
and prioritised the key barriers to success, together with identifying key ‘get-rights’ that
provide a positive link to success
Businesses need to move to proactively putting in place all of the building blocks that will
guarantee success
The most challenging areas relate to culture and management performance
Leadership and People skills must develop to meet the challenge at all levels
THE TECHNOLOGY IS AVAILABLE - THE PEOPLE SKILLS ARE NOT
34. Closing comments: 5 Key Messages for the CEO
– How well is Supply Chain represented in the Leadership
team, and how does this reflect the correct scope of
responsibility?
– How well is Supply Chain supporting the Corporate and
Customer service strategies? Ensure SC is not solely a
cost issue
– Encourage cross-functional participation in the
development of the SC strategy – it helps success
– Accept that SC strategy implementation is not
straightforward – so build risk management into the
process
– Two main barriers to successful implementation of SC
strategy are internal issues – Culture and Leadership
35. Your Involvement? More Information?
•The Stage One Survey Report is available to download free of charge
•Workshops to discuss the findings and understand the implications for businesses
are being run across Europe and in other Regions of the World according to
demand
• A White Paper has been published that is available without charge
We are embarking on a next phase of research during 2016 to establish precisely
what characterises High Performance Organisations and High Performance
Supply Chains, together with identifying the leadership qualities and the
performance behaviours that need to be put in place to ensure business success.
For further information and participation in the
next stage of research please contact:-
Professor Alan Waller OBE
email: alan.waller@efeso.com
Home Business: +44(0)1933 403712
Mobile:+44(0)7802 170507
NEW BOOK: Integrating Supply Chain with Business Strategy - Kogan Page
Practical Case Studies of Supply Chain Transformation – Submissions Welcomed!!