Supply chain vision

Note Process sponsorship and ownership must be established to drive the attainment of the supply chain vision and eliminate the functional barriers that artificially separate the process flows. 

When you contrast Apple and Dell to Motorola, it is easy to see why supply chain matters. The differences are many. Apple and Dell had a focused supply chain vision at the corporate level and it was embedded in the company strategy. Motorola did not. Motorola made... 

Examples of points to consider when developing the supply chain vision ... 

Supply chain simulation, global Supply chain software Supply chain system leader Supply chain, synchronized Supply chain, inter-corporate Supply chain, intra-corporate Supply chain vision Supply chain visualization Supply chain value analysis Synchronized processes... 

From these findings. Wireless Services prepared a supply chain vision witii the following elements ... 

With the building blocks of the new supply chain vision in place. Wireless Services could begin implementation. 

Apart from these potential problems, there is huge potential by applying supply chain methods and processes to increase competitiveness and decrease supply chain cost. The skills and competencies to realize (the vision of) supply chain management are not widely understood or readily available. Therefore focused education and training is required based on the industry s specific requirements. 

Here we have a vision of the ultimate supply chain management. Customers have exactly what they want. A long-term relationship is estabUshed so that the customer has no reason to desert to a competitor. Because a customer is getting a unique product made just for him or her, a competitor cannot steal that customer simply by offering price inducement. The jeans are not manufactured until they are needed, and a third party delivers the product. The very issues that supply cheiin management has been concerned with are reduced and eliminated by one to one marketing. 

Site selection for a new factory or distribution center is a complicated and arduous process and must be based on the strategic vision of the organization, the requirements of the supply chain, and the needs of the customer. Determined both quantitatively and qualitatively, proper site selection usually involves upper management, since the level of success of the new facdity Wl have a major impact on the bottom line of the organization. 

WHERE DOES SUPPLY CHAIN MANAGEMENT FIT INTO THE MISSION AND VISION OF AN ORGANIZATION ... 

The supply chain management strategy should be covered in the large umbrella of the vision statement for the organization. 

We have looked at mat r areas of management and developed organizational mission and vision statements that included supply chain behavior in them. The mission and vision statements are the overarching umbrella for the management of the business and should include the supply chain. 

Value networks do not just happen. Extending the supply chain outward from the enterprise through strategic relationships is an integral piece of the supply chain strategy. It takes time. It is a staged progression. Concentrated effort and a shared vision are essential. Network orchestration is critical. 

Organization. The use of downstream or channel data also depends on the organization having the right combination of inspiration (vision), perspiration, and iimovation. ft is not as simple as stuffing downstream data into traditional supply chain technologies. 

When the journey for supply chain excellence started 30 years ago, each industry had a different starting point. They also had a different vision and path for their journey. The discrete and make-to-order manufacturers (aerospace and defense, automotive, and industrial manufacturing) supply chain processes originated in procurement. In contrast, the foundation of process companies supply chain organizations (chemical, consumer products, and pharmaceutical) was in manufacturing. 

Stories like these gave birth to the evolution of horizontal supply chain processes to drive operational excellence. Building them requires vision, tenacity, and the ability to bridge the gaps of corporate functional processes. This world was driven by the leaders that could fill in the process holes and build new processes in the world of gray. Brick by brick, these horizontal processes bridge the gap between the customer s customer and the supplier s supplier. 

After the vision statement, company should start brainstorming what are the key supply chain drivers that need to be developed and achieved, in order to generate the expected business results. 

The new paradigms concerning supply chain management involve total integration such that each element of an entire supply chain looks through its supplier s supplier and its customer s customer. This overlapping of vision will create a much more integrated view of the supply chain for every element. 

Partners may not have a clear vision of the supply chain and maintain a silo view of the organizational structure. 

CPFR is a good example of an industry s response to the need for supply chain change. But what general form might collaboration take between two or more trading partners An earlier article outlined a vision for Stage 3 supply chain collaboration efforts. " The term Stage 3 comes from the third, or supply chain, level as shown in Table 3-3. Multicompany collaboration features include ... 

Set an overall strategy for the organization. In addition to supply chain considerations, this should include a vision, a project charter, financial objectives, possible mergers and acquisitions, product development plans, and operations improvement. 

Ideally, the company should develop a vision for the supply chain, including the activity system the organization needs to carry out its strategy as developed in Chapter 10. Out of this vision will come a template for partnerships called the Collaboration Strategy. Chapter 15.1 described this deliverable of the supply chain strategy process. This will define what types of partners are sought and their contribution to fulfilling the vision. 

Synchronized supply chain A general vision of having all links in the supply chain producing at the same rate as customer demand. Obstacles include coordination, batch size limitations in production, and inability to share information. However, synchronization is a useful goal as it is likely to provide high levels of customer service at low cost relative to unsynchronized supply chains. The term is somewhat synonymous with a lean supply chain. 

Shared Vision. Our customers benefit from well-managed supply chain management, which... 

---