Four Times You Really Should Have Listened to Your Mother

AlexaCheater

Happy Mother's DayMoms are full of great pearls of wisdom, cultivated from years of experience and life lessons. But how many times have you thought ‘I know better than that’ and ignored her sage advice? I know I’ve done it more times than I care to admit, and you know what—it almost always comes back to bite me. I’ve already written about what your mom can teach you about supply chain efficiency, so I thought I’d take a look at those times you really should have listened to your mother, and learned to apply the lessons she taught you early in life to your supply chain.

  1. Don’t jump into something blindfolded
    Sometimes phrased as don’t rush into something without giving it some thought first, this one applies to your supply chain in a big way. If something unexpected arises (and let’s face it, that’s bound to happen), don’t just guess at how to handle it. Run scenario simulations and weigh all of your possible options. There are always tradeoffs in life (more great mom wisdom!) and you want to ensure before you move forward you’re choosing the solution that best balances things like cost, delivery times, demand, and customer satisfaction levels.
  1. Play well with others
    In supply chain terms, that means not working in silos. Forming a collaborative process that accounts for input from all business functions is going to greatly enhance the way your supply chain performs. By working toward a common set of metrics based on the overall business strategy, everyone involved in your supply chain is focused on the big picture, not just the metrics related to their own role.

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Supply Chain Solution Providers Help Navigate Change

AlexaCheater

Supply Chain Solution Provider

How many silos are still operating in your organization? If you work in supply chain, the answer is probably too many. With economic pressures in countless industries swirling rapidly, companies still using Excel and email as their main planning and communication tools are likely to be left adrift at sea. Adapting to a more effective and efficient way of running supply chains is the key to survival. But in order to navigate this tidal wave of change, you’re going to need a strong partner by your side.

Ed Shepherdson, executive vice president of products and services operations at Kinaxis, recently sat down with Bob Ferrari of Supply Chain Matters to talk about the role of solutions providers, and where he feels the future of supply chain technology is headed. Spoiler alert—it doesn’t involve silos, Excel, or struggling to bail water out of a leaky boat!

Change Management Ahoy!

In their in-depth interview, Ed noted even those who recognize the need to change in terms of collaboration, extended visibility, and transparency, may not actually have the capacity to do so. At least not all at once. He says many companies simply can’t absorb the change management required to go from a one to a 10 on the process maturity scale in a single stroke.

That’s where it becomes the responsibility of an organization’s supply chain management solution provider to help them out. Assuming of course they took that first required step and actually implemented some kind of technology other than mass quantities of spreadsheets!

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Yoda’s Advice for the Supply Chain Padawan

AlexaCheater

Yoda’s Advice for the Supply Chain Padawan

In honor of Star Wars Day (yes, that’s a semi-real thing), I thought I’d resurrect my Star Wars blog series. In this latest installment, I explore what the small, but mighty, Jedi Master Yoda can teach us about supply chain. While he might not have said them directly about supply chain management, these pearls of wisdom still apply.

“Many of the truths that we cling to depend on our point of view.” – Yoda

Your beliefs are based on what you think you know. But in reality, are you really only seeing a small portion of a larger picture? When it comes to your view of the supply chain, what you perceive as reality is directly related to how much end-to-end visibility you have. If you’re working with partial or incomplete data—perhaps only looking at top tier suppliers—you won’t really know if you can meet changing customer demand in the most efficient manner. Sure you can determine if orders can be fulfilled, but you wouldn’t really know if you were doing it in the way that best meets corporate objectives. For that, you’d have to look outside of what you think you know, to what all the data—not just your limited view of it—is really showing you.

It also means expanding your vision of the supply chain to include the truths of other departments. So often supply chain functions are siloed within an organization. Sales makes promises supply managers can’t keep. Marketing runs a promotion without letting the demand planners know. Everyone is working toward their own end goals. This creates chaos and conflict. When everyone works from the same complete picture, the same version of the truth as illustrated by the data, decision-making becomes collaborative, and departmental objectives harmonious with those of the company as a whole.

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Video: Schneider Electric Charts an End-to-End Supply Chain Roadmap

MelissaClow
  • by Melissa Clow
  • Published

Does your organization have a massive worldwide supply chain network? A diverse IT landscape? These were some of the challenges Schneider Electric was facing. Their network is made of about 250 factories, about 100 distribution centers, various IT systems and a significant number of products.

The company decided they wanted to build an extended visibility network to be able to better address customers, deliver products on time, and move from reactive supply chain to a proactive one.

Watch now: Schneider Electric Charts an End-to-End Supply Chain Roadmap

Schneider Electric Charts an End-to-End Supply Chain Roadmap

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Design for the Supply Chain Pt 7: Honest

JonathanLofton

We’re getting into the second half of the “10 Principles of Good Design” as applied to supply chain and supply chain management (Design for the Supply Chain). This week we’re talking about the honesty of the supply chain management solution.

Principle #6: Good design “Is honest”

“It does not make a product appear more innovative, powerful or valuable than it really is. It does not attempt to manipulate the consumer with promises that cannot be kept.” – ‘Dieter Rams: ten principles for good design’

This principle immediately brings to mind for me the Gartner hype cycle. As an example, below is the Hype Cycle for Emerging Technologies, 2015.

Design for the Supply Chain is Honest

Source: Gartner

I like to think about the hype cycle as being similar to Tuckman’s model of group development: Forming–Storming–Norming–Performing where:

  • Innovation Trigger and Peak of Inflated Expectations ≈ Forming
  • Trough of Disillusionment ≈ Storming
  • Slope of Enlightenment ≈ Norming
  • Plateau of Productivity ≈ Performing

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Before Adopting a Supply Chain Planning System of Record, Consider This

MelissaClow
  • by Melissa Clow
  • Published

Supply Chain Planning System of Record

Supply chain functions have often been segmented into siloed activities specific to functional goals and that reflect organizational structure. Over the years, software has been designed, developed and deployed in the same isolated manner. In contrast to this approach, a supply chain planning (SCP) system of record (SOR) enables a company to ‘create, manage, link, align, collaborate and share its planning data across a supply chain’.1

More and more supply chain teams are recognizing the value this type of planning platform can bring to supporting their end-to-end supply chain networks. However, there are some key considerations to keep in mind when evaluating these solutions, such as:

  • Does it solve the fundamental challenges you face?
  • Is it providing something different from what you have?
  • What are your peers leveraging?
  • Is it uniquely and purposely designed for end-to-end supply chain management?
  • What ROI does it deliver?

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Video: Trinity Rail – Building a Sense-and-Respond Supply Chain

MelissaClow
  • by Melissa Clow
  • Published

How do you face uncertainty in your supply chain?

According to Mike Hegedus, vice president of supply chain management at Trinity Rail, one of the most difficult things a supply chain manager faces is uncertainty in the supply chain. In their business, there are so many different possibilities of train cars that can be built. And among those different car types, they’re customized in many ways for each customer – making it nearly impossible to forecast what the customer’s going to require.

Realizing that “the forecast is always wrong,” Trinity Rail opts instead to focus on creating a “sense-and-respond” supply chain, to deal with real-world developments in demand for transportation equipment.

In this video, Mike Hegedus explains how their ability to quickly satisfy those customer demands has improved since moving to a sense-and-respond operating model: “we get our executives from sales, operations, finance, and supply chain together on a weekly basis. And we review the demand situation to make decisions; very important decisions about how to handle these orders.” Having supply planning technology in place to have a flexible supply chain is an important component to make it possible to deliver on their business strategy.

Watch now: Trinity Rail – Building a Sense-and-Respond Supply Chain

Trinity Rail: Building a Sense-and-Respond Supply Chain

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Supply Chain Lessons from Prince and Other Fallen Musical Heroes

BillDuBois
  • by Bill DuBois
  • Published

Musical Hero

The past year has not been kind to our musical idols. Although many have passed, including David Bowie, BB King, Glen Frey and most recently Prince, we’ll always have a phenomenal body of musical works to keep them alive in our hearts and minds. When you hear these names and their music you don’t immediately think supply chain, but for all the supply chain nerds out there we’re always thinking, ‘what’s the impact on the supply chain?’ Aside from family, now that my hockey team is out of the NHL playoffs, supply chain and music are what’s running through my brain.

As a guitar player myself, I was in total awe of Prince’s prowess on the fretboard. Check out the YouTube video of Prince soloing on While My Guitar Gently Weeps during George Harrison’s induction into the Rock and Roll Hall of Fame. The smile on Harrison’s son at 4:46 of the video says it all when it comes to Prince. While watching the video I was thinking two things. He is the ultimate axe slinger / showman, and there will be a huge demand spike for everything purple. Thinking about the musical geniuses mentioned above there are few other helpful lessons we can take away in their memory.

Challenge the Status Quo

I’m huge Eagles fan. I couldn’t believe someone could tear up the guitar as well as Prince. So I paid close attention to the careers of both Glen Frey and Prince. From the time a song idea popped into their heads, until that song ended up as soundwaves directed at fans’ ears, they both were meticulous about the entire process. That includes the song writing, recording, and distribution of their works. Glen Frey for the most part fired Glyn Johns, the same guy who produced The Who, Led Zeppelin, and the Rolling Stones, because he wasn’t satisfied with the recording process. Glen and Prince also challenged the way music was distributed. For example, the Eagles completely bypassed the record companies to distribute their album The Long Road Out Of Eden. Instead they inked a deal to distribute directly with Walmart. If Prince had been a supply chain leader (just imagine that) he would likely be asking the same questions he asked during his musical career, ‘Why are we doing things this way?’ or ‘this isn’t good enough, what else can we do?’ We should ask the same questions about our supply chain processes and technologies all with the goal of achieving excellence.

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