A supply chain is growing, fast. Globalization, the “servitization” economy and shifting customer expectations are requiring suppliers to be perkier than in the past. Economic sustainability is now the secret, also to win it, needs a new approach focusing on stakeholder relationships, end-to-end linked supply-chains, and redefining the situation in which performance is measured. And none of this is achievable without information and connectivity.
Supply Stores: Today and Tomorrow
Corporations are getting off reactive, forecast-dependent supply-chains. And lots of have already made the bounce. Although asset tracking systems are good at area code efficiencies, cost-value and acceleration, they supply managers only general visibility over their environments. The reason is, hybrid programs rely on a mixture of technologies and are not designed to provide end-to-end coverage, visibility or scale growth. Worse yet, the extraneous data they generate add complexity and cost to the complete cycle. This prevents plant operators from gaining actionable observations which results in lower productivity, higher TCO and unhappy customers.
Managing possessions across global supply-chains take a holistic, all-or-nothing approach; cherry-picked upgrades just want is not sufficient. It also requires next-gen connectivity that eclipses musical legacy wireless standards. Yes, Wifi, RFID and GSM/GPS may get their niche, nonetheless, they were never made to easily and securely link massive quantities of edge-devices. Further complicating things, rising energy prices, globalization, security threats and regulatory pressures (e. g. government-mandated reductions in CO2) are creating supply-chain managers to adopt alternatives that help them better understand their functions in context with the greater economy, environment and culture.
A Broader Approach to Managing Assets Across Value-Chains
Supply-chains are becoming less inward-focused and more customer-centric. A series that addresses customers-to-suppliers that permits professionals to factor external market intelligence to be into the equation. And moving back-office SCM, CRM and ERP systems to support these requirements helps managers to redefine priorities of resources and make better decisions.
The push sale model is over. B2Bs and people are now dictating price and exactly how products should be manufactured, sold and backed. Ethical, cultural and health concerns now factor into every purchasing or renting decision. This is actually the pull sales model.
MIT Sloan Supervision Review’s recent article on the subject cited “A Three-Point Approach to Measure Supply Chain Sustainability” that considers the following 3 criteria:
Understanding the broader context in which supply-chains exists by a. Acquiring metrics across the complete cycle, b. Establishing science structured goals and, c. Assessing these results against estimations.
Building mutually beneficial goal-based relationships with key stakeholders across the complete string to a. Reduce source hotspots, b. Build capacity and, c. Use a common analytics platform.
Ensuring the flow of information throughout the chain by enabling data messaging and orchestration between stakeholder systems that facilitate incremental improvement and a give attention to shared KPIs.
Inside a recent study by Oracle titled “The Condition of Tomorrow’s Supply Chains”, 36% of the resource professionals polled, thought that all collaboration ensures success, prior to legislation (32%), and technology (13%). This means that cross-boundary asset management alternatives help enterprises and the stakeholders build sustainable and reciprocal relationships.