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Transform SCM By Creating Value – The Unrealized Potential
The original purpose and intent of supply chain management (SCM) was to remove excess inventory from the supply chain. With technology, process and people, uncertainty would be reduced.
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01.07.05
Transform SCM By Creating Value – The Unrealized Potential
 By Thomas Craig
The original purpose and intent of supply chain management (SCM) was to remove excess inventory from the supply chain. With technology, process and people, uncertainty would be reduced. Efficiencies would result with integration, visibility and collaboration. Lean, agile and streamlined would be the standard.
Supply chain management would be aligned with the corporate strategy. SCM would create competitive advantage for companies to drive growth and profits. Some businesses would redefine themselves with supply chain management. Leading-edge, world-class supply chains would be developed and sustained.
This vision of SCM has not been fulfilled. Supply chain management instead has emphasized reducing prices for freight, warehousing, logistics services and supplier products. Cost reduction is a dominant priority. This cost emphasis has, in some ways, resulted in hubris of defining who is dominant in SCM. And, to some extent, it has slowed the development of SCM.
 Much outsourcing has been done to achieve cost reductions, as compared to being done to reduce inventories and to improve operational efficiencies. 3PLs have been asked and required to drive down supply chain costs for their customers. Many are asked to provide integration and other supply chain programs to achieve lower costs, not to make the supply chain better.
Competitive advantage opportunities are lost. Short-term decisions can have long-term impact. With the focus on cost reduction, creating supply chain value has been overlooked. Events change so quickly that many companies are in a reaction mode and can get behind the curve if they are not careful.
Value is created for customers and stakeholders. This means executing the perfect customer order continuously for outside customers or for company retail locations. It means have suppliers execute the perfect purchase order continuously. And it means more. Value must also be sustained; it must be ongoing. It has to become imbedded throughout the corporation; it cannot just be a management de jour program with a short shelf life. Supply chain value can brand the company and be strategic to future direction, growth and profits.
Moving from an almost singular emphasis on cost reduction to emphasizing value requires transformation. Organizations are built from the inside out; they are not built back from customers. They are often built around management needs that no longer exist in global sourcing and sales markets. Organizational silos inhibit process effectiveness. Financial systems view logistics as a cost center, one that is difficult to measure. Some supply chain costs hit the P&L; others go on the balance sheet and some, especially "service" do not appear on financial statements.
Transforming a supply chain takes diligence and time. SCM is a process that runs horizontal through a company; it is not isolated to one department in a company. The scope and complexity of supply chain management -- with worldwide sourcing and a diverse mix of trade channels, customers and locations -- mandates patience. There are no quick fixes. CEO and CFO buy-in on the need for the transformation is important because it can reduce the time required and internal resistance to change. Using vital metrics and obtaining continuing successes is a sure win to gain needed support.
The first issue is identifying where to begin the transformation. Efforts should focus on critical issues that have both external and internal merit--
*INVENTORY IMPROVEMENT. Inventory bedevils companies--too much, too little, in the wrong place, wrong size, wrong color, out of stock, returns, overages, working capital, marked down items. These are some of the ways inventory elicits reaction. Studies have estimated that the financial impact in retail of price reductions for leftover merchandise and for lost potential sales because items were not in stores ranges between $50 billion and $100 billion. That is a staggering amount. The financial impact, while so large for retailers, is not unique to them. Wholesalers, distributors, manufacturers and others have a similar inventory dilemma. Resolving it should be the driver for companies to transform their supply chains from cost centers to revenue centers, even to be a strategic part of decision making and planning.
Read the Rest of the Article.
About the Author:
LTD provides logistics consulting for strategic and tactical needs. The scope of capabilities is broad--supply chain management, outsourcing, transportation, warehousing, inventory management, and more for both domestic and international needs. Clients include retailers, wholesalers/distributors, manufacturers, logistics service providers and 3PLs. |
