There are a myriad of variables and factors which affect your ability to achieve your objectives. Deciphering this complexity to determine what is important to measure is critical for driving improvements and change.
As with many aspects of your business there can literally be dozens and dozens of different metrics. The same is true in sports. So if you are trying to drive breakthrough results in your company or win on the field how do you determine what is important to measure?
I retired from a multi-national supply chain management company to become a co-owner of a label manufacturing company, which was a real culture change for me.
In the past discussions were held with a Director or Vice President of Supply Chain or Procurement or even the Chief Operations Officer about the design or re-design of the Supply Chain. In my new position, I get to meet the buyers or an executive in charge or procuring labels. In some companies they are categorized as “Consumables”.
There is very little high level attention paid to labels due to the low cost of the labels which can be a few cents to less than a cent. Many buyers feel that the labels are such insignificant parts of the product and place very little time and attention in the sourcing and procurement of the labels.
Though the phrase partnership is often used, what really constitutes a strategic supplier partnership?
In a previous article about supplier management, I suggested that the more a supplier tells you that they are strategic, the less they really are. Strategic is a term that is often overused. Whether the phrase refers to sourcing, procurement, relationships, or other matters, its use is prevalent.
The notion of partnerships is equally ubiquitous and similarly both mis- and over-used. This article will identify a taxonomy for a strategic partnership between two parties.
In 1994, Amazon.com founder Jeff Bezos read a statistic that the Internet had been growing at 2300 percent annually. He fashioned that changing tide into a business plan that has been breaking barriers across supply chain and e-commerce that has left an indelible mark.
Beginning with booksellers, the e-commerce giant has expedited the closure of many retailers and threatens to redefine the standards of shopping in a digital world. Retailers are forced to lower prices, optimize their systems and processes, and reduce profit margins in favor of competition; meanwhile, Amazon continues its trek toward dominance.
The Supply Chain team was generally viewed as lacking in skill and capability by those outside the organization. Customers and other internal functions viewed Supply Chain as a dysfunctional organization as evidenced by the poor Supply Chain performance metrics. And external benchmarking placed our Supply Chain last amongst our competitors.
Inside the Supply Chain organization there were a lot of very smart people. But there was no trust, teamwork or synergy. The culture was one more of complacency than of trend setting. And there was a lack of inspired leadership.
“Omnichannel” is certainly the prevalent phrase in the E-Commerce arena. The expectation in an Omnichannel world is that a customer can order what they want, when they want, on whatever device they want, and have it delivered how they want.
The physical delivery part of the Omnichannel expectation can be very elusive. Many companies claim that they are Omnichannel service providers. But are they really?
How many E-Commerce Fulfillment options are there? And how many do you provide in your company?
Blog post originally created and published by, and permission to publish here provided by, Lora Cecere. Lora Cecere is Founder and Chief Executive Officer of the research firm Supply Chain Insights at http://supplychaininsights.com/
Supply chain technology is changing rapidly as new, innovative solution providers leave traditional legacy players behind.
Tremors. Seismic shifts. In supply chain management technology there is a fault line separating new, innovative technology providers and traditional supply chain software providers, and the gap between them is growing.