Do you find yourself fighting fires in your supply chain? Too focused on being reactive?
At Anritsu, they had several issues causing the team to be in “firefighting” mode. There were different shortages where procurement might be short cycled, or there might be supplier interruptions. It was really hard to get to the heart of what was important data. If you take that analogy of firefighting a little further, one of the techniques firefighters use is back burns–where they get rid of all the rubbish to prevent future fires from expanding. Essentially, what Anritsu had to do was the same thing except with data. They had to get rid of all the data that wasn’t important in order to get to the data that was important. This allowed them to act just on the data needed to support customers.
Anritsu was determined to get out of its “firefighting” mode, and craft a supply chain built around being proactive and managing exceptions. Dave Stenfort, director of operations, explains how they turned firefighters into more analytical proactive supply chain specialists.
If you’re interested in learning how other supply chain leaders are adapting to face different challenges, we’ve created a video series. Hear supply chain leaders from Merck, Trinity Rail, Schneider Electric, Amgen, and Roland DG share their insights on top supply chain management priorities and initiatives.
Check out the other video in this supply chain interview series:
Video: How Roland DG Corp. Is Building a Customer-Centric Company
Video: Merck’s End-to-End Supply Chain Vision
Video: What’s Driving Change in Supply-Chain Planning?
Video: Amgen Transforms Its Supply Chain Planning
Video: Trinity Rail – Building a Sense-and-Respond Supply Chain
Video: Schneider Electric Charts an End-to-End Supply Chain Roadmap
Stay tuned for the upcoming videos in this supply chain leadership interview series:
Video: First Solar – Challenging the Norm in Supply-Chain Management