To Infinity and Beyond! Breakthrough Training Principles to Create a World Class Team!

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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.

Something had to change!

Continue reading “To Infinity and Beyond! Breakthrough Training Principles to Create a World Class Team!”

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The Hidden Value of Your Intuition! It’s a Game Changer!

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Blog post created by Amy Carriere.  Amy is a Professional Intuitive & Communications Coach helping businesses & professionals get BIG results in social media, marketing & public speaking.

 

Imagine there was a super tool available to you at all times that would provide you with the insight to know the best direction moving forward, motivating you to take action!

Imagine this “super” tool would also give you the ability to see things differently, communicate powerfully, generate innovative ideas, and make quick decisions without getting caught up in the details and massive amounts of information.

Do you want this tool?

You already own it!

Continue reading “The Hidden Value of Your Intuition! It’s a Game Changer!”

Seasoned Leadership in Action! An Interview with Leonard Han!

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Leonard Han

 

At Supply Chain Game Changer we believe in sharing experiences and expertise from people in every industry and from across the globe.  As such we have introduced our “Seasoned Leadership in Action” Interview series at Supply Chain Game Changer.

This interview is with Leonard Han.  I have had the tremendous opportunity of working with Leonard.  He is truly a seasoned leader having run businesses across Asia.  Leonard very easily deals with people across all countries and cultures.  He is very pragmatic and knows how to get things done to meet all business and customer challenges while at the same time earning the respect of all those who deal with him.

Continue reading “Seasoned Leadership in Action! An Interview with Leonard Han!”

Seasoned Leadership in Action! An Interview with Skip Boothby!

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Skip Boothby

At Supply Chain Game Changer we believe in sharing experiences and expertise from people in every industry and from across the globe.  As such we are introducing a new “Leadership in Action” Interview series at Supply Chain Game Changer.

To introduce our Interview series we are starting with Skip Boothby, a colleague and good friend for many years.  Skip is a tremendous Leader and Executive with phenomenal experience in running businesses and operations through every stage of their evolution.  Skip’s background and insights are valuable for all of us to learn from and share.

Today Skip has a consulting and board advisory practice specializing in multi-party supply chain orchestration and digital transformation. After a career as CEO, COO, President and Division Head of leading supply chain, manufacturing support, and after-market service organizations, he helps companies assess what they have, determine what they need, and decide what to do.

Recent projects include the digital transformation of a worldwide service and repair parts program; enabling an OEM’s end-to-end supply chain visibility of outsourced manufacturers, assemblers, distribution hubs and 3PL’s; and forming a B2B business development capability for a successful B2C eCommerce company.

He works from Boston and Palm Beach, and be reached at bryceboothby@gmail.com.

Here is our interview with Skip Boothby:

Tell our readers a little about your background and experience?

Thanks Mike, for asking. I’d have to say I’ve been blessed with several gratifying career experiences. I’ve worked in different industries, different roles, public and private, large and small companies. This combination of experiences has been immensely invaluable.

My start in supply chain was a bit unknowing at the time. I was a young general manager in a publishing company with responsibility for educational kits. These classroom kits contained 100’s of components, mostly printed matter, but also contained components like chalkboards from Portugal, plush toys from China, etc.

Some parts were manufactured internally and most others were sourced around the world.  The challenge then, as now, was to bring together the right items, in the right quantity at the right time and assemble into finished goods to meet a product launch date.  MRP software wasn’t as well developed then as it is today, and the best we could do was find something that would let us create and manage multi-level indented bills-of-material and kitting work orders.

Trade customs were different then too. Vendors would only agree to deliver an ordered quantity within a broad over/under tolerance, often referred to as “commercial quantities” otherwise one would have to pay a premium to have a “no less than” or “no more than” quantity. Ordering and receiving exact counts was unheard of.

We had a big break into the world of high tech when IBM selected us as one of its two suppliers to replicate and package its personal computer software. Being a publisher and commercial printer we loved this, as you will recall software always included lots of user guides and manuals –  a real boon to printing companies!

In order to be one of their vendors IBM wouldn’t accept the commercial terms of the times. They challenged us to be much better than we were. We learned we could meet their requirements, and not only for them, but for ourselves and our other customers. They raised the bar for our entire company and we were better for it.

So, I have a lot to thank IBM for that experience because it showed me not to be complacent with the status quo. I also learned that top-down management buy-in is a must for cultural change. We had to convince our CEO of what was needed to meet IBM’s expectations, otherwise it wouldn’t have happened. He supported us and our relationship with IBM lasted ten very profitable years.

Moving on, I joined a privately held printing company in Austin, Texas. The hardware and software markets were booming and we wanted a piece of it. IBM and Dell were the big dogs in town and we became suppliers to them both. But, what we experienced was the constant pressure on cost take-out to earn and keep our place in line.

The problem was the pressure to meet an arbitrary cost reduction target, especially when our contribution was infinitesimal in the total cost of the product. It was a killer for us to meet the cost reduction target which had little effect on their total bill-of-material. It became clear we needed to control a larger share of their product costs, whether we made it or not.

This drove our decision to enter into sourcing services, vendor management and supplier owned inventories. Whether we made it or bought it, if we controlled it, we could better manage the costs – while becoming all the more important to our customer. Our revenues went from $32 million to $105 million that year.

Since then, I’ve had the good fortune to experience various roles of increasing responsibility in sales, operations, general management and executive management. I’ve been a CEO, COO or President four times of businesses from $13 million to $1 billion. Today I’m a board advisor and management consultant.

What are some of your greatest achievements in the Supply Chain and in Business?

My proudest accomplishment was leading and growing a small sixty-million-dollar mailing and fulfillment subsidiary of a bigger public company into becoming a billion-dollar supply chain services company.

It was a lot of hard work and fun. We felt we were pushing the envelope then by offering forward supply chain services along with reverse logistics and after-market services under one umbrella. Our customers were the who’s who of high tech and very demanding. I knew if we could make them happy we would become world-class and we did.

I feel especially gratified that many of my then first line direct reports have gone on to very successful careers from this early experience.

Another accomplishment was in the past ten years getting some of the larger electronics contract manufacturers to realize their service organizations could be more than the “shipping department” and become profit centers.

If you’re making someone’s product for them, why not offer service and support for it too? At one multi-billion-dollar company, we generated 4% of company revenue but 8% of its EBIT.

How has the Supply Chain changed over the course of your career?

It’s become much more sophisticated. When I started, we operated under a “build-to-stock” methodology which created considerable excess and obsolete inventory exposure because forecasts couldn’t accurately predict demand. Then it became “build-to-plan, assemble and finish to order,” which was a step in the right direction. This “closer to the customer” philosophy is a big driver still today.

When I was building up our eventual billion-dollar supply chain services company, our business had grown in its second year to $175 million from $63 million and we were throwing off considerable free cash-flow, $22 million in fact. So, the board pretty much let me do what I wanted and I invested in an Oracle ERP system, a JD Edwards advanced planning system and a state-of-the-art WMS system from Manhattan Associates – bolting them all together.

It was 1999 and I spent $6 million on the project. What we learned was that investment in our core competency was more than the amount our customers typically invested in their comparable systems. We had a better IT capability than most of our customers! We also made the big decision to go single instance – do everything the same way wherever we operated.

This was a boon to our business as many of our customers were growing internationally and we followed them around the globe. Our IT systems and operating practices were the same in every site (save some localization) making it easy for our customers to do business with us. Over the next two years we grew from $175 million to $448 million.

We also were eager to adopt and offer new concepts, at least for us, to our customers, such as merge-in-transit, hourly line-side component deliveries to factory floors, and pay-on-consumption.

Today, it’s more complex. With focus on faster time-to-market, reducing the total cost of ownership, the circular economy, sku proliferation, multi-party outsourcing, omni-channel sales, and countless other factors – it requires more sophisticated systems to perform.

What are some of the lessons you learned in your career that you would like to share for others to learn from?

1. Your Customers will tell you what you need to do.

I’ve spent too much time on comprehensive strategic planning for my boards of directors, only to realize that if you deliver on your promises to your customers, they will reward you. They will tell you exactly what they need, where and when they need it.

If you can tap into that, then you will succeed and your business will grow. It’s easier to grow your business with an existing customer than to attract a new one. After all, existing customers will prefer to do business with someone they know and trust, and they want you to win along with them.

2. Don’t overthink things – take action early.

There’s an adage that goes something like “The race goes to the swiftest.” I’ve come to believe through experience that taking action is best even with incomplete information, especially if you have the right customer or supplier partner. Because you both will go through the same experience together, it’s better to get things done, even with mistakes, then to delay.

Conversely, if you keep taking the time to engineer out the risk, so too do you reduce the window of opportunity. So, take action, not every decision you make will be right, but most will be.

3. Communicate, communicate, communicate.

Everybody in the company needs to know the vision. Seems a bit clichéd, but when everyone is on the same page, amazing things happen.

4. Be absolutely clear on roles and responsibilities.

So many times, I’ve seen where people are unsure of their roles, where they fit and what’s expected of them. I’ve been in personnel reviews and career discussions where the individual just isn’t making it or contributing in the way they should, yet the company hadn’t been clear on what was expected from them.

Make it clear!

5. With new Customers, manage expectations from the start.

It’s easy to overlook or gloss over details, but take the time and effort to get “level set” so each party knows and understands the deal. There should be no questions about what is to happen, how, when, where and with whom.

Problems always come from mis-matched expectations.

6. Have the courage of your convictions.

Even if unpopular or going against the consensus, if you believe in something, pursue it. There’s always a way to get things done. And by that, I mean with integrity and ethically.

Never take “no” as the final answer.

What challenges facing the world are important to you?

If I can use a cliché, the world is becoming smaller. It’s also more demanding – which says to me “opportunity.” The role of supply change management and logistics is becoming more important to everyone.

The “Amazon effect”, social media interaction, globalization and continuously higher expectations influence our industry as never before.

I find it an exciting time for us and for those contemplating a career in supply change management.

What is the role of Supply Chain and Change Leadership in addressing these challenges?

There are some very interesting happenings affecting our industry where we can make a difference.  A big one is the transformation from traditional supply chains to digital supply chains.

An essential element of this transformation is the adoption of blockchain. Blockchain defined, is a single version of the truth made possible by an indisputable, distributed and secure time-stamped ledger, copies of which are held by multiple parties.

Understanding how blockchain works, is used, and implemented will be a major opportunity for our industry.

What are you working on these days?

I’ve recently become a board advisor to an exciting software company that provides supply chain orchestration. They offer a cloud based software-as-a-service platform linking multiple parties through a control tower with broad visibility.

I also like it because it works with scattered and disparate systems, is affordable and can be brought up quickly, offering considerable value.

How can people contact you?

Please feel free to email me, Skip Boothby, at bryceboothby@gmail.com

 

Check out Change Leadership – Attack on all Fronts for Success!  

#Leadership #Business #SCM #SupplyChain #HumanResources #Interview #Jobs

Please see our other blog posts at https://supplychaingamechanger.com.

Selected as one of the Top 75 Supply Chain Blogs on the Internet.

Copyright Mortson Enterprises Inc, 2018.  All Rights Reserved.

What is Mentoring?

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Blog post provided by Ron Emery

 

A mentor is a person who can be a sounding board, someone of experience who can listen and help development, while not losing sight of reality.

Mentorship is actually rarer than we think but true mentorship is a beautiful thing.

“Mentors should keep their protégés’ feet grounded, and support and stretch them to succeed personally and professionally,” says Debbee Dale in “How to Set up a Mentoring Scheme.” I think that is a perfect description.

It is slightly more than just business in the fact it is a selfless relationship on the side of the mentor. It is a giving of one’s advice and counsel, and the mentor is not upset or hurt if the protégé chooses a different path.

Mentoring does require a skill that is not necessarily in everyone’s demeanor. Jealousy often gets in the way of mentorship and probably is the biggest reason these relationships fail.

“Mentoring is an intentional, developmental relationship in which a more experienced and more knowledgeable person nurtures the professional and personal life of a less experienced, less knowledgeable person,” according to Wayne Hart in “What is Mentoring?”

Hart also says:  The primary focus of a mentor is development of an individual with an eye to organizational outcomes as well as personal outcomes; the capacity of the mentor to influence rests heavily on his or her ability to relate in a nonauthoritative way while, paradoxically, guiding the mentee or the protégé from the perspective of a superior position and expertise.

Many of these relationships, which may start out in a professional way, really turn out to be close personal friendships as the relationship continues. Mentors must pull and push their protégés.

Mentoring requires strength in two different but complementary behaviors. First, mentors must lead by guiding interaction with their protégés. Mentors invest themselves in their protégés and uplift them, providing not only support, but empowerment. Secondly, Mentors must support protégés.

Mentors push their protégés to become their best by encouraging development in areas of expressed need in their inventory. The protégé actually responds by not wanting to disappoint the mentor, which helps the protégé mature immensely. Mentoring is a spontaneous endeavor and in most cases cannot be planned, as the activity of coaching can.

So take time to think about your influencers and just how they affected who you have become and if it has been a positive influence, tell your influencers. Make their day; show them what they have done to help you.

A while back I happened to run into an old college professor I had when doing my undergraduate studies and I told him what an impact he had on my life. I told him how he got me to look at things differently and how he still influences what I do today. He looked surprised. It is not that often that someone tells us we made a difference in their lives, but it is a great feeling when they do.

I have often said that 10% of the folks we have touched will tell us that we have touched them, but we have touched so many others who have not told us. Many teachers realize that. Teachers by the very nature of their jobs touch hundreds of lives per year but only a few relationships come back to them later in life and they are rewarded with knowing they truly made a difference in their student’s lives.

Think about how many times we did make a difference and no one told us that we did. Tell someone you made a difference and this is how you did it. You will not regret doing that.

If you wait, time may pass you by and you will regret never having that conversation. It is a powerful conversation to have. For those faint of heart, bring the tissues.

 

 

Check out  Be a Farmer … of People!   also by Ron Emery.

#Mentoring #Mentor #HumanResources #Jobs#SCM #SupplyChain

Selected as one of the Top 75 Supply Chain Blogs on the Internet

Please read our other blog post at https://supplychaingamechanger.com.


 

Supply Chain Management (SCM) is Becoming Younger, More Educated, More Diverse!

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Blog post provided by http://argentus.com.  Argentus is a boutique recruitment firm focused on Supply Chain and Procurement.

 

Everyone knows that the demographics of the Supply Chain industry are changing. They have to. Within a few years, demographers estimate that 400,000 baby boomers will be retiring in Canada every year.

Within the Supply Chain industry, the looming – and in fact, already-started – retirement of baby boomers and shifting job responsibilities brought about by technology are creating a talent crisis.

Continue reading “Supply Chain Management (SCM) is Becoming Younger, More Educated, More Diverse!”

Quantum Leap to the Top 10 Supply Chain Skills of the Future!

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There are many exciting advances in Technology these days!

The proliferation of the Internet of Things (IoT), Artificial Intelligence (AI), Machine Learning and Robotics, Industry 4.0, Big Data and Analytics, and Digitalization are all phrases that are emblematic of revolutionary changes both today and in the future.

It is important to know that these changes are not just impacting Manufacturing, Engineering and I/T.  These technological advances will impact every aspect of our personal and working lives.  And one area that will be driving these changes is Supply Chain!

Continue reading “Quantum Leap to the Top 10 Supply Chain Skills of the Future!”