Almost daily I read about supply chain challenges and the increasing complexities driven in part by demand volatility and unexpected supply disruptions. As much as we strive to improve forecast accuracy, nobody can predict the future and the events that will throw plans out of balance. Managing and responding to unexpected change rapidly and effectively is a competitive advantage. However, dealing with engineering changes seems to be harder than it should be. Why? Because it’s one of the few changes we know about in advance that requires an engineering change management process.
Engineering changes are implemented for different reasons – everything from product enhancements, cost savings and meeting regulatory standards. In any case, regardless of the priority of the change, someone in the organization knows the change is on its way. That someone is the Engineer. Unfortunately, since engineers rarely talk to supply chain planners, this seemingly easy type of change causes headaches for both groups. Engineers typically don’t ask if there’s material and capacity available to hit engineering change dates, so it turns into a surprise when those engineering change notice (ECN) dates are missed. Supply chain planners are managing a change that to them, goes under the radar and causes excess or shortage conditions. While touring an aircraft assembly facility, I asked a production manager what the key was for hitting delivery commitments. Without hesitation he blurted, “stopping the engineering changes.” With shortages comes missed deliveries, and in most industries – particularly the aerospace industry – that means big dollars in late delivery penalties.
Part of what makes my job very exciting is attending conferences. These events provide great opportunities to share, learn, network, and have fun. Earlier this week, I attended the 
Every once in a while, we like to take a step back and assess the state of the job market, as well as the state of how people feel about it. It’s clear that the world of work is changing. The workforce is becoming nimbler, and it’s less common than ever for someone to stay at one job, or one company, for your whole career. From multinational consulting companies to us at Argentus, everyone seems to be talking about the rise of the” gig economy” – the contingent workforce that moves from contract to contract, trading long-term job security for higher wages and flexibility.
Global supply chains are getting bigger and more complex. As a result, companies are facing added pressure to respond effectively to fluctuating demands and unexpected change. Add in more frequent supply disruptions, managing product life cycles, and increased regulatory controls, and it’s no wonder it’s getting more difficult to protect the bottom line. So how can businesses profitably keep pace with the challenges of today? The answer is increased 
Getting the Right Product in Front of the Right People
Our annual supply chain conference,