General SCM > Business Strategy Alignment | SupplyChainBrain

Business Strategy Alignment: Page 276

The CSCO's View of Strategic Sourcing and Segmentation

Analyst Insight: Today's chief supply chain officer (CSCO) is beset by pressures on all fronts, struggling to understand and meet customer demands for cheaper, faster and efficient logistic processes from source to final delivery. Under omnichannel competitive pressures, web and mobile orders tendered by 2 p.m. must be fulfilled and shipped in the same. These growing B2C fulfill-to-deliver flows add shipping and labor costs and, if not optimized, impact margins and profitability. This constitutes a call to action! - Bob Heaney, Research Director and Principal Analyst, Aberdeen Group

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Supply Chain Digital Mapping with Risk Assessment

Back in 2013, Flextronics, a $30bn manufacturer and services organization, talked about its slant towards supply chain risk through constant improvement in supply chain visibility, agility and control. Flextronics defined visibility as "the ability of all members of a chain to see from one end of the pipeline to another" and control as "the ability to respond to disturbances in a timely manner with effective actions." - Gregory L. Schlegel CPIM, CSP, Jonah, Founder, The Supply Chain Risk Management Consortium, Executive in Residence and Adjunct Professor, Supply Chain Risk Management, Lehigh University

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Climate Change and Supply Chain Resiliency

Analyst Insight: Companies are starting to look at climate change more scientifically. Rather than making judgments based on their own experience, they are using external data to drive models to gauge the potential for disruption to their own supply chains - from singular events such as hurricanes to longer-term effects such as crop migration. This process helps them to understand how truly resilient they are in their ability to source, manufacture and distribute their products. - Glen Goldbach, Principal, PwC; Christoph Hahn, Director, PwC; Kelvin Harris, Director, PwC

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Aligning Metrics With Your Company's Strategic Vision

Analyst Insight: We have spent over a decade understanding what drives operational performance in DCs through the DC Measures Study. We've written that a DC's operations should reflect the firm's strategic direction. If the strategy is not communicated or understood, firm performance will be mixed at best. Combining over 2,000 respondents spanning five years of data, we've identified a common theme: the lack of alignment between the operational level and corporate strategy. -- Karl B. Manrodt, Professor of Logistics and Supply Chain Management, & Donnie Williams, Assistant Professor of Logistics and Supply Chain Management, Georgia College & State University

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Selecting the Right Automation for Your Life Sciences Business

Analyst Insight: Labor costs are rising just as the availability of workers is shrinking and turnover is increasing. According to the Census Bureau, 60 million Baby Boomers will exit the workforce by 2025, but only 40 million new workers will enter. Companies must rethink how they bridge that gap and keep costs in-line. Many life sciences companies are reaching a scale where investments in automation help replace manual, labor-intensive operations. But companies must be careful in evaluating automation investments. - Roger Counihan, Life Sciences Industry Leader, Fortna Inc.

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Pharma's Race to Compliance Now ... Then to ROI, Eventually

Analyst Insight: Over the next few years, numerous new regulations are coming into effect worldwide, requiring pharmaceutical manufacturers, distributors, dispensers and others up and down the chain to build serialization, verification, and traceability into their supply chains. While there is tremendous potential ROI and added value from these investments, right now all the focus is on the race to comply before the deadlines hit. Those who get there first will likely have a head start in finding additional value from these newfound capabilities. - Bill McBeath, Chief Research Officer, ChainLink Research

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Commercial Supply Chains Driving Advances in Humanitarian Relief

Analyst Insight: Logistics accounts for the bulk of humanitarian relief expenditures. Application of technologies and frameworks used in commercial supply chain activities can reduce costs, increase velocity and save lives during crisis. - Kathy Fulton, Executive Director, American Logistics Aid Network

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The Three Rings of Inventory Optimization

Analyst Insight: Ever wonder why a majority of inventory optimization projects struggle to completely realize potential benefits? Most companies focus solely on inventory strategy, without taking a comprehensive, holistic approach. Taking the holistic approach introduces two additional levers to inventory optimization - business alignment and execution excellence - which, coupled with inventory strategy, enable supply chains to achieve strategic and targeted performance improvement goals. We call these the three rings of inventory optimization. - Rodrigo Cambiaghi, Principal; Claudio Menegusso, Senior Manager; Mark Johnson, Manager; and Saurabh Jha, Senior, all in the Advisory Services of Ernst & Young LLP

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E-Commerce Growth Notwithstanding, Retailers Expand Their Brick-and-Mortar Presence Worldwide

Retailers are expanding their networks of stores internationally this year despite the presumed headwind of online shopping, with a greater percentage eyeing growth in the Americas than last year, according to a survey of more than 150 major, international brands released by CBRE Group, Inc.

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Capturing Business Value While Meeting Regulatory Requirements

Analyst Insight: An enterprise-wide global trade strategy increases supply chain cost and service performance for all trading partners and enables importers and exporters to comply with mandatory trade and security regulations. Companies that prioritize best-in-class global supply chain trade practices, maintain effective global transport / trade organizations and employ enabling technologies are the best positioned to capture the economic and brand benefits available in growing and changing global markets. - Don Anderson, Principal, Tompkins International

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Improving the Downstream Supply Chain

Analyst Insight: Given today's intensely competitive business environment, as well as consumers who are more informed and demanding than ever, it's imperative that companies develop customer-driven operations that create a distinctive experience through supply chain capabilities. Simply put, product/service features and pricing are no longer enough to meet customer expectations. And since customers in different segments often have very different needs, generic supply chain capabilities won't cut it. - Joseph S. Roussel; Global Operations Advisor, PwC; Brad Householder, Principal, PwC

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Internal Silos Stymie Collaboration With Outside Partners, Majority of Supply Chain Execs Say

Sixty percent of supply chain managers say their organization is too focused on internal, tactical concerns to be able to collaborate effectively with external partners, at a time when globalization is forcing companies to view and use their supply chain more effectively.

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