Archive for the ‘Supply chain collaboration’ Category

David and Goliath: Lessons for supply chains

Published July 30th, 2014 by Carol McIntosh 0 Comments

David and Goliath | supply chain perspectiveI just finished a great book called ‘David and Goliath’ by Malcolm Gladwell.

The book references the story about two men, Goliath from the Philistines and David from the Israelites in the days of the Old Testament in ancient Palestine.

As most of you know, in the battle of David and Goliath, David, a small man, the underdog, was confronted by a giant, a man so formidable it would have seemed impossible for David to even survive such a fight. But he did. He won using skill and techniques that were not typical for this fight. Goliath was weighed down by his armor. David was flexible, responsive and targeted. He knew that he couldn’t rely on his size if he wanted to win.

Having been in supply chain for so many years, I immediately made a connection.

The correlation I saw is with organizations. I have worked with numerous organizations in multiple industries and it is disappointing to see that quite often the bigger they get the more difficult it is for them to make effective decisions. It is very easy for a large organization to, over time,  apply more and more armor. They develop more guidelines, decision hierarchies, rigid processes which end up making it more difficult for employees to achieve their goals than before. The end result is latent decision making, lack of flexibility, costly errors, and politically charged decisions.  The company may be doing well from a shareholder view but when you peel back the onion you see the issues. What impresses me is the caliber of the employees. They are many intelligent, forward thinking individual contributors tangled up in the armor.

On a positive note, I did recently have the pleasure of working with a very large company who acted like David. At one time I expect that they were the underdog. Their advantage stems from their culture. It is a company with a culture of rewarding innovation, empowering employees, providing a clear line of communication to senior executives, succinct communication in meetings and emails, and the use of process to ensure execution to plan.

As you can see, I am a big believer in the David’s. I work for a David and we are winning many battles. The story of the underdog winning the battle is always appealing to everyone. Just remember that it is with just cause and there is no reason why any company, large or small can’t maintain the skills of a David.

 

Posted in General News, Supply chain collaboration


What the Analysts Are Saying About…A&D Supply Chains

Published July 18th, 2014 by Bill DuBois 0 Comments

What the Supply Chain Analysts Are Saying About A and D

Are you looking for some reading material to pass the time on your next flight? Even if you’re not you should check out Supply Chain Insights, Supply Chain Metrics That Matter. For the past several years, Supply Chain Insights has been delivering this research series.  What caught my eye is that for each report, they do a deep dive on a specific industry and use a mix of financial data, survey research results and interactions with their clients to help get a better understanding of various industries’ supply chains.

I spread my Supply Chain wings at an Aerospace company and since Aerospace and Defense is a key vertical market for Kinaxis, the recent Supply Chain Metrics That Matter: A Focus on Aerospace & Defense report was downloaded on my laptop to read on my next flight. The research benchmarks A&D companies against other industries and looks at the top five A&D companies over the last decade. Although it didn’t give any suggestions on what to do when you find yourself in row 32, you know the one next to the washroom, it did discuss the challenges the industry is facing as well as offering up solid recommendations for areas of improvement.

From a challenges perspective, here are the highlights covered in this report.

The obvious challenge is the complexity in the A&D industry. The report uses the Boeing 747-8 International as an example. It has about 6 million components which are manufactured in 30 countries by 550 unique suppliers. Think about those design, sourcing and delivery challenges. I always thought getting through security these days was complex.

With such a heavy reliance on first, second, third, fourth and fifth tier suppliers and in some cases having only one or two suppliers for specific components, it’s easy to see how delays and budget overages can happen. A supply chain based so heavily on external sources is susceptible to more risk than catching a flight on time out of Newark. As Supply Chain Insights mentions, this is having a significant impact on the company’s bottom line.

Interestingly, to help address the issue of ensuring materials are available when needed; the research indicates that A&D companies have “developed some of the most advanced sourcing techniques and practices.” Companies like Lockheed Martin, are looking at new strategies for materials (raw or otherwise) that are harder to source, especially in the cases where increased Supply Chain volatility have thrown a wrench in their “Just In Time” approach. The challenge is balancing reduced material delays with rising inventory levels and longer Days of Inventory.

To help address these challenges, Supply Chain Insights makes a few recommendations that I think are spot on. Suppliers, in particular of materials that are sole sourced, play such a large and important role in the A&D supply chain, it’s vital that there be a focus on supplier collaboration and communication at every level.  A big part of this is increasing visibility into the supply chains to ensure they can anticipate and plan for potential disruptions. Focusing in these areas will help reduce supply chain risk, and make A&D companies better prepared to deal with inevitable disruptions when they do occur.

Thanks to Metrics That Matter, not only did I get some valuable A&D insights but it took my mind off of sitting in row 32 on a delayed flight out of Newark. The report covers a lot more ground than what I’ve discussed here, so feel free to download a full copy of Supply Chain Metrics That Matter: A Focus on Aerospace & Defense report here. (No registration required.)

Posted in Best practices, Demand management, General News, Supply chain collaboration, Supply chain management


Celestica recognizes suppliers with its 2013 total cost of ownership supplier awards

Published June 16th, 2014 by Melissa Clow 0 Comments

On this Monday morning, we would like to share some good news with our readers: We had the great pleasure of being awarded a 2013 Total Cost of Ownership (TCOO) Supplier Award from Celestica, which recognizes suppliers that support Celestica’s TCOO sourcing strategy and demonstrate excellence in quality, delivery, technology, service, pricing and flexibility.Celestica Recognizes Suppliers With its 2013 Total Cost of Ownership Supplier Awards

Kinaxis is very proud to be awarded “Best IT Technology Partner” by their valued customer.

Celestica’s global network has over 3,000 suppliers making the competition tough. To be recognized as a top partner from all the other candidates is something we are incredibly proud of.

We’d like to congratulate the other winners as well! See the full list here: http://www.celestica.com/News/News.aspx?id=4774

Learn more about Celistica’s supply chain operation, by viewing past blogs and videos:

 

Posted in Awards, General News, Supply chain collaboration


Mentoring, Sponsorship and Quotas: What are their relative merits in bringing more women into supply chain management?

Published May 27th, 2014 by Melissa Clow 0 Comments

Next week, June 5, 2014, we are excited to host a webcast on women in supply chain management.

We have a fantastic panel of accomplished female supply chain practitioners as well as industry expert Lora Cecere serving as the moderator. Register for the webcast to hear them discuss the thorny issues of mentoring, sponsorship, and quotas as mechanisms to get more women into supply chain, and the relative merits and drawbacks of these approaches.

Mentoring, Sponsorship, & Quotas: What are their relative merits in bringing more women into supply chain management?

Event Details:
Mentoring, Sponsorship, & Quotas: What are their relative merits in bringing more women into supply chain management?
Date: Thursday, June 5, 2014
Time: 2:00 PM to 3:00 PM ET

There is a consensus that since women constitute over half of the workforce but just 10% of top supply chain executive positions in Fortune Global 500 companies that something needs to be done to address this imbalance. While a great deal of attention gets placed on the ‘glass ceiling’ concept, there are a lot of women who face barriers and discrimination at mid and entry level positions too.  There is a clear social responsibility need and this panel will focus on the practical advantages to having more women in supply chain including:

  • Do women and men make decisions differently? If so, why does this matter to supply chain?
  • Has supply chain become more relevant to women as a career option?
  • What does a career path look like for women in supply chain?

Reserve your spot!

P A N E L I S T S :
Verda Blythe, Director, Grainger Center for Supply Chain Management, Wisconsin School of Business
Laura Dionne, Director, Worldwide Operations Planning, TriQuint
Elisabeth Kaszas, Director, Supply Chain, Amgen Inc.
Shellie Molina, VP, Global Supply Chain, First Solar

M O D E R A T O R :
Lora Cecere, Founder, Supply Chain Insights

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Posted in General News, Pharma and life sciences supply chain management, Supply chain collaboration, Supply chain management


Gartner Supply Chain Leaders Conference – What will be Hot?

Published May 20th, 2014 by Trevor Miles @milesahead 0 Comments

My friend and colleague CJ Wehlage has weighed in on what he believes will happen on the Gartner Top 25.

CJ is most certainly being bold and I cannot fault his analysis beyond the usual carping that the Top 25 generates. Instead I want to focus on what seem to me to be major trends that are maybe below the surface but will inform a lot of the discussion. I go to and speak at a lot of conferences so I hear a mixture of over stated claims, future initiatives, and concerns about the state of Supply Chain Management.

Over the past 3-4 years Sales & Operations Planning (S&OP) has seen a resurgence in interest, including the many variants such as Integrated Business Planning (IBP) and SIOP. More recently there has been a lot of discussion, including from Christian Titze, Ray Barger, and others at Gartner on Visibility, usually coupled with the term end-to-end. What I have been hearing more and more recently, let us say late 2013and early 2014, is end-to-end planning. Kinaxis led the charge in this space first calling this a Control Tower in 2012-2013, but that was quite confusing because the 3PLs were already calling their capabilities Logistics Control Towers. Which got even more confusing when Visibility became more popular because how is that different from a Logistics Control Tower?

To me this is all semantics. At the core what people are trying to do, whether during execution or within operational, tactical, or strategic planning is to bring in a wider set of data so that they can investigate more alternatives during the planning phases and get early warning of things not going to plan during the execution phase. Perhaps even more importantly it is about getting different functions within the organization and even across organizations to work together to resolve issues, which is of course the essence of S&OP:

Sales and operations planning (S&OP) is an integrated business management process developed in the 1980s by Oliver Wight through which the executive/leadership team continually achieves focus, alignment and synchronization among all functions of the organization.

Substitute the words “executive/leadership” for any other group and you have what I am hearing over and over as End-to-End Visibility and End-to-End Planning. It is about lowering the walls between functions and organizations so that we can finally replace inventory with information.

But this isn’t what is in the core of the bubbling cauldron. End-to-End Planning and Visibility are driving a core need for a rethink of the entire supply chain data layer. Gartner went through this rethink a few years ago, and, as much as I hate to admit it, they were ahead of me. This is when Gartner moved from a 4 stage demand-driven maturity model to a 5 stage model in March 2013 by inserting a stage in the middle called Integrate. (Introducing the Five-Stage Demand-Driven Maturity Model for Supply Chain Leaders, 26 March 2013, Noha Tohamy, Matthew Davis)

Gartner states that what is required to achieve this stage of Integrated DDVN are

Technologies to support end-to-end supply chain processes; improved data rationalization and integration capability.
Cross-functional decision making across internal supply chain; process-focused COEs to enable the business.

I bring out these description of technology and process needs because they show the dependency of the process on the technology. They also show that my statements above are totally consistent with Gartner’s perspective.

But the elephant in the room is the technology. In fact it is really the data. Many companies have several instances of ERP, each deployed differently. Despite many moving to a single instance of ERP there are still many ‘shadow IT’ required to do what the core ERP solution cannot. And then there is the planning layer, which is even less harmonized or standardized. Most business people consider this an IT problem. Guess what? It isn’t going away until the business makes solving the data issue their issue. And it isn’t about consolidating down to a single ERP system. Even though consolidating down to one ERP instance is a step forward, with manufacturing outsourcing accelerating in many industries, heterogeneous data sources are here to stay. The question is what will the future data layer look like?

As Josh Greenbaum states in a blog published just today and titled “Security, Privacy, Big Data, and Informatica: Making Data Safe at the Point of Use

Our data warehouse legacy treats data like water, and models data management on the central utility model that delivers potable water to our communities: Centralize all the sources of water into a single water treatment plant, treat the water according to the most rigorous drinking water standard, and send it out to our homes and businesses. There it would move through a single set of pipes to the sinks, tubs, dishwashers, scrubbers, irrigation systems, and the like, where it would be used once and sent on down the drain.
But data isn’t like water in so many ways.

My bold prediction is that the data layer isn’t going to be ERP centric as it is now. And we are not going to repeat the marketplace craziness of the late 1990s. Unless cloud native ERPs such as Kenandy, which is based on SalesForce, emerge with built-in semantics to absorb meta-data from many sources and pull data in when needed. But I predict we will see a whole new breed of data providers emerge, possibly out of the wreckage that is the EAI space, that will capture this space and serve up data for analytics and business purposes.

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Posted in Milesahead, Response Management, Supply chain collaboration, Supply chain management


Part 2: Bold Predictions for the 2014 Top 25 Supply Chains

Published May 14th, 2014 by CJ Wehlage 1 Comment

Yesterday, I posted Bold Predictions for the 2014 Top 25 Supply Chains Part 1 where I gave a brief recap on my predictions from last year and the approach I took for this year’s Bold Predictions for the 2014 Top 25 Supply Chains.

Now I’d like to share with you:

  • Biggest Move Up the Top 25 Ranks
  • Biggest Surprises
  • My top 5 2014 Predictions

Biggest Move Up the Top 25 Ranks
This is the supply chain that will make the biggest move up in 2014 from their 2013 ranks.

And the winner is…

Lenovo has been making news, especially with acquisitions:

  • IBM’s personal computer business in 2005
  • IBM’s server lines in 2014
  • NEC joint venture in 2011
  • ~ 3800 patents from NEC in 2014
  • Medion in 2011, giving them 14% of the German computer market
  • CCE in 2012, giving them a local Brazilian partner for regional growth
  • Stoneware in 2012, to expand cloud computing services
  • LenovoEMC joint venture for network attached storage solutions
  • Motorola Mobility from Google in 2014
  • Nok Nok Labs for implementing voice recognition over passwords for security

All this activity will have a positive effect on both their Peer and Gartner Opinion votes.As well, Lenovo had a 18% increase in revenue from 2012 to 2013, and a 18% increase in gross profit.I wouldn’t be surprise if Lenove went from #20 in 2013 to #10 in 2014.

 

Biggest Surprises

The biggest surprise for the 2014 Top 25 Supply Chain will be the year of the Automotive return to glory.Ford, BMW, Volkswagen, Hyundai Motor, and Tata Motors all had a good 2013.The restructuring phase appears to be behind the industry.Global auto sales have been good, especially in China and Japan (15% y/y), along with Western Europe.While there’s reason to cheer the sales growth, the auto industry supply chains will need to step it up.The pressure going forward will be on profits, through lower pricing and raised incentives to keep up sales.Ford issued a profit warning due to pricing pressures in late 2013.The supply chain leaders in the automotive industry will need to drive the profitability challenge, by lowering costs and developing innovative methods in their supply chain strategies.

 

Top 5 2014 Prediction
#5

Ever since Kevin O’Marah and I sat down with Samsung back in 2008 at their Suwon location, I’ve always admired Samsung’s supply chain.They run one of the best S&OP’s, focusing on market share across their multiple business units : Computing Products, Home Appliances, Semiconductors, Digital Displays, Mobile Devices and Home Electronics.They moved from #13 in 2012 to #8 in 2013, driven by strong revenue growth, peer opinion and good inventory turns.What puts them in at #5 will be continued revenue growth.Going from $201T (won) in 2012 to $229T (won) in 2013.2013 year end net income was $30.47T (won), along with $36.47T (won) in operating profit.A 27% on-year increase.And that’s with an $800B (won) “special employee bonus” to commemorate 20 years since Chairman Lee Kun-hee announced a management strategy, as well as a $700B (won) being knocked off by a stronger won.

 

#4

In the 2012 Gartner Top 25, McDonalds beat out Amazon by 1/100th of a point, 5.87 composite score vs Amazon’s 5.86.I have them coming in at #4, simply because their revenue growth was only 0.2% from 2012 to 2013.From their 2013 Annual Report, I also found it concerning they were challenged to respond fast enough to flat forecasts, competition, pricing and customer facing initiatives.

Don Thompson, CEO, McDonalds – “Though McDonald’s continues to grow, our performance fell short of our high expectations this past year.Challenging conditions – including a flat or contracting informal eating out category in most of our major markets, increased competitive activity and consumer price sensitivity – impacted our results.In addition, some of our customer facing initiatives didn’t generate the comparable sales lift and incremental guest visits needed to overcome external pressures in today’s highly fragmented market.”

These are challenges that an effective supply chain should know sooner and be acting faster.

#3 Unilever

Unilever has been doing a lot of things right, especially to influence their Peer and Gartner Opinion votes.They’ve done a significant amount of keynote presentations:

  • SCM World Live 2013, Marc Engel, CPO Unilever
  • SCM World Leaders Forum 2014, Paul Polman, CEO Unilever and Pier Luigi Sigismondi, Chief Supply Chain Officer Unilever
  • SCM World Live 2014, Jorg Brouwer, Group Vice President, Sales & Operations Planning Unilever
  • Gartner Supply Chain Executive Conference Australia 2013, Dhaval Buch, SVP Supply Chain, Asia, Africa, Russia, Unilever
  • ISMC2013, Pier Luigi Sigismundi, CSCO Unilever
  • Logicon 2014, David Beauchamp, VP Global Logistics Unilever
  • Sustainable Supply Chain Summit, 2013, Dirk Jan de With, VP Procurement Ingredients & Sustainability Unilever
  • Supply Chain West Africa 2013, Adedoyin Ashiru, Manufacturing Director, Unilever Nigeria

I would have been thinking #2, as Unilever posted a 4.3% increase in 2012 to 2013 sales growth.But turnover was down 3% from $51.2B (euro) to $49.8B (euro), largely due to the impacts of foreign exchange and net acquisitions & disposals.Despite an increased spend in advertising and promotions, Unilever’s core operating margin only improved 0.4%.

#2 Apple

Things are still going very well for my previous employer. Revenue went from $156B in 2012 to $170B in 2014. The Gartner vote dropped from 651 in 2012 to 470 in 2013. It may continue to drop, but the Peer vote should stay in the 3000 range, nearly 1200 points above the competitors (excluding Amazon at 3115 in 2013). My main concern about dropping them to the #2 position is that their margins have fallen on an annual basis for seven straight quarters. And the press has been questioning when new products will arrive. I remember the negative responses when Tim Cook said: our teams are hard at work on some amazing new hardware, software and services that we can’t wait to introduce this fall and throughout 2014. Information like this makes for nervous investors, and creates articles like the one in Business Insider, which calls into question the strategic roadmap. Even this week, with the news that Apple is buying Beats by Dre, that is somewhat concerning. Not only is this type of acquisition out of character for Apple for inorganic growth, it begins to show the strategic importance of streaming music, something that iTunes strategy has lacked.

#1 Amazon

It’s going to take a big effort for Amazon to improve their 2013 composite score of 5.86 to the level of Apple’s 2013 score of 9.51. Amazon already compares with Apple in the Peer Opinion vote and Gartner Opinion vote. Net sales continue to grow, going from $61.1B in 2012 to $74.5B in 2013. Where Amazon got knocked in 2013, Three Year Weighted ROA (at 1.9%), is where they stand to improve dramatically in 2014. Amazon was able to reduce the percentage of sales devoted to cost of goods sold from 75.25% to $72.77. This was a driver behind a 2012 Earnings from Continuing Operations loss of ($39M), to a positive $274M in 2013. Finally, Amazon hit it well for innovation when CEO Jeff Bezos announced on 60 Minutes about developing a drone based delivery service called Prime-Air, giving customers their product in only a half-hour after they click “buy”.

Send me your thoughts on my Bold predictions. What other profiles should I consider? What factors should I weight more or less? Send me your Top 5 predictions!

 

Posted in General News, Inventory management, Supply chain collaboration, Supply chain management


Bold Predictions for the 2014 Top 25 Supply Chains Part 1

Published May 13th, 2014 by CJ Wehlage 0 Comments

Last May, 2013, I wrote “Bold Predictions for the 2013 Top 25 Supply Chains”. I’m proud to say that three of my five bold predictions were “directionally correct”.

fortune teller gartner supply chain top 25I’d like to share with you my predictions for this year’s Top 25, but first, here’s a brief recap from last year’s predictions and the approach I took for this year’s Bold Predictions for the 2014 Top 25 Supply Chains:

1. After a three year run at #1, Apple will fall out of the top spot in 2013.
While Apple did not fall from the top spot in 2013, their total score dropped from 9.69 to 9.51, driven primarily by a 181 point drop in the Gartner Opinion vote.  They also saw increases in all three Financial categories.

2. After placing 18th in 2010, 16th in 2011, and 7th in 2012, Intel will be in the top 3 of the 2013 Top 25.
Intel moved from 7th in 2012 to 5th in 2013.  While not #3, I think that’s a great move for a semiconductor supply chain during a rough 2013 economy.  Intel does well due primarily to it’s Gartner Opinion vote, which ranks Intel (515)  at 3rd behind Unilever (522) and Cisco (517).  Conversely, Intel is ranked #17 by Peer Opinion vote (756).

3. After placing 5th in 2010, 2nd in 2011, and 4th in 2012, Dell will fall out of the top 10.
I got this one right.  Dell continues to rank high in the Peer and Gartner votes.  However, 2013 Three Year Weighted Revenue Growth at -0.6% dropped them out of the Top 10.

4. Don’t be surprised if Coca Cola (#13 in 2010, #11 in 2011, and #6 in 2012) places #2 in 2013.

This was a tough one.  Coca Cola came in at 9th.  While they had improvements in all three financial categories, they dropped due to Gartner Opinion vote.  Which brings up an interesting comparison, the Peer vs Gartner Opinion.  When looking at the 2013 top 10 ranks in each category, Walmart Samsung and Coca Cola are in the Peer Top 10, while not even in the Gartner Top 10.  Then, Colgate, Pepsi and Intel are in the Gartner Top 10, but not in the Peer Top 10.

5. From #10 in 2010, to #5 in 2011, to #2 in 2012, Amazon will come in at the #1 spot in the 2013

Okay, this didn’t happen, but I’m still giving myself a thumbs up.  Amazon moved from at total composited score of 5.4 to 5.86.  Amazon has been doing a lot of build outs for both Web Services, Hosting and Fulfillment centers.  ROA at 1.9% in 2013 kept them from #1.  However, I think 2014 is the year the investments bring positive news.

My approach for this year’s Bold Predictions for the 2014 Top 25 Supply Chains
As the page turns on 2013, and the annual Gartner Supply Chain Summit approaches, we flock to the warm weather of Scottsdale, AZ.  I’ve looked into my crystal ball to make my 2014 Predictions.  Okay, not so much a crystal ball, but I’ve made some adjustments to improve my Bold Predictions.  I am going to put more stock in some common profiles: Supply Chain leaders who deliver conference keynotes and revenue growth.

I did a search on supply chain conferences from summer 2013 to April 2014.  Keynotes and main speakers are telling their supply chain story.  At the Gartner Australia conference, both Unilever and Haier spoke.  At the SCM World conference in Miami, Nestle, Lenovo,  BASF, Clorox, Under Armour and Caterpillar gave thought provoking presentations on their supply chain.  At the upcoming 2014 Gartner Supply Chain Summit, I see Schneider Electric, 3M and Colgate Palmolive are speaking.  Getting the success story out improves the Peer & Analyst Voting, 50 % of the total vote.  Having ran the High Tech practice at AMR Research, I even recall some supply chain leaders presenting, either in person in Boston, or through analyst calls, their supply chain strategies and successes.  Some companies provide insights to the Gartner reports, from a case study, participation in a quantitative research study, or sometimes a via quotes in key articles.  Most of these companies are going to rise in the Top 50 2014 ranks.

Then there’s the 50% Financial, which is broken into three parts: Inventory Turns, Return on Assets, and Revenue Growth.  Before we go running to review the Annual Reports for a bunch of companies, there’s one profile I like to consider, Revenue growth is the most leading indicator of financial performance.  Apple, Ford, Amazon, Lenovo had great revenue growth in 2013.  The automotive sector companies also saw good revenue growth, which could put BMW, Volkswagen, Hyundai Motor, or Tata Motors into the 2014 Top 50.

Check out tomorrow’s post for what I predict as:

  • Biggest Move Up the Top 25 Ranks
  • Biggest Surprises
  • Top 5 2014 Prediction

 

Posted in Control tower, General News, Supply chain collaboration


Clearly, A Must See at Gartner Executive Supply Chain Conference

Published May 9th, 2014 by Bill DuBois 1 Comment

It’s another exciting time for the Kinaxis team as we gear up for the 2014 Gartner Executive Supply Chain Conference. I’m especially excited to be back hosting the Late Late Supply Chain Show once again. This year our theme is “Achieving “3D” Vision: Defining, Designing, Delivering End-to-End Supply Chain Processes”.

Along with our own Late Show favorite, Trevor Miles we’ll be joined by a panel of experts to clear the air on supply chain visibility. Trevor has written extensively on the challenges associated with achieving true supply chain visibility and the changes over the years that’s driving the complexity.

Trevor and the panel will provide real world examples of what you can do to overcome the challenges associated with global visibility but I, for one don’t think it’s that complex. I simply put on my Google Glasses, searched supply chain visibility and got all the clarity I needed. With my Google Glasses on, here’s what I see:

True Supply Chain Visibility is more than just seeing what’s in front of you.

You need to understand what’s going on around you.

supply chain visibility6

How that will affect you.

supply chain visibility5

How it will affect others.

supply chain visibility4

You need to see the big picture.

supply chain visibility8

Sometimes things aren’t always obvious.

supply chain visibility2

Focus on what’s important to drive profitability and reduce costs.

And most importantly you need to feel as close to those Supply Chain partners as if they were right next to you.

supply chain visibility

 

Call me a “glass hole” but I think that’s all there is to it. I’m sure Trevor and the panel will clear up anything I’m missing. If you’re at the conference, be sure to drop by the Kinaxis booth to say hi and join us for the Late Late Supply Chain show. If you can’t make it look for our post conference summaries here on the 21st century supply chain blog..

 

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Posted in General News, Sales and operations planning (S&OP), Supply chain collaboration