The Seven Supply Chain Commandments
Traditional supply chain practices are insufficient in today?s highly competitive and volatile world – they require to be dynamic, as well as capable to adjust speedily and cost effectively to fast-changing market conditions. Performed out by Accenture management consultants of how organisations design and handle their supply chains for superior performance – across various industries and geographies – seven notable supply chain imperatives have been identified.
1. Articulate a clear value-creation algorithm
This requires a clear understanding of how the company or business unit can create value for customers, looking at two propositions. The value proposition considers what the company or business unit is known for and how it is differentiated in the marketplace. The growth proposition looks at where the business requests to focus to generate current and future growth in terms of customers, products, channels to market and geography. Defining both propositions is crucial in achieving high supply chain performance.
2. Approach the supply chain as comprehensive value delivery system
This means moving away from the traditional and rigid “plan, make, buy, move” model to take a far more comprehensive view. The supply chain must be seen as a holistic network of plants, suppliers, retailers, distributors and various other internal and external stakeholders that all participate in sale, delivery, design and production of company’s goods and services.
3. Segment the supply chain and consistently adapt it to the characteristics of each segment
Not all customers are equal so a one-size-fits-all approach is unsuitable in today’s operating environment. It is better to create a number of supply chain configurations which can deliver across multiple channels and products in different markets, mindful that, in general, the minority of customers provide the majority of the profits.
4. Optimise the global operations architecture for scale, flexibility, access and risk mitigation
This requires converting the worldwide footprint and reach of business in a competitive advantage and accomplishing the correct balance between local, regional and global considerations.
5. Selectively invest for mastery in differentiating ability areas
A company’s value proposition (as defined in first imperative) will help determine the supply chain areas in which the organisation should excel, as well as those in which it should maintain average performance. A high performer need only excel in one or two key domains, such as fulfilment and planning, and need only perform close to average on the rest. Excelling in every area would need too much internal investment. This imperative means a baseline level of acceptable competence across all supply chain abilities, with operational excellence in few critical areas.
6. Deploy information systems that deliver insightful analytics, responsiveness and alignment
This means enabling levels of co-ordination and alignment throughout the supply chain network. To avoid conflicting decisions in chain, performance expectations should be aligned throughout the organisation.
7. Drive process execution discipline with the right talent, powered by culture that enables
People and culture are sometimes considered intangible issues and so are avoided. But these concepts can be measured and must be integrated with the entire business strategy and managed proactively. A supply chain high performer devotes greater attention to developing and executing a strategic approach to talent, and assessing, measuring, and improving specific cultural traits. It will consider issues such as retirements, shrinking labour pools, the emergence of new talent sources, virtual techniques of working and any growing divisions in the workforce culture.
High performing supply chain
These seven imperatives, when effectively combined, create a high performance supply chain. They establish a differentiated, sustainable value proposition at lower relative cost. High-performing companies can remain dynamic and appropriate, optimise the right parts of their supply chains at the right times and outperform and achieve breakthrough performance. A business that excels in these seven imperatives will be better positioned to develop, source, manufacture and distribute superior products at a lower cost. It will more effectively anticipate customer needs and meet them profitably. It will diminish inventory and transport costs, maximise throughputs, uptime and equipment effectiveness. It will increase revenue, profit, cash flows and shareholder value. To accomplish this, steady evaluation of and investment in the supply chain is required, regardless of the business cycle.
Question1. Make a critical analysis of any four of the seven supply chain commandments mentioned in the above article.
Question2. The studies carried out by Accenture from across various industries and geographies focused probably on profit making organisations. Identify the similarities and differences of supply chain objectives and strategies in the public sector with those of the private sector.
Question3. Explain why traditional supply chain practices are inadequate in today’s business environment.