If the objective of a Supply Chain redesign is to refocus all involved parties to enhance the end customer experience, then the major source of information could well be point-of-sales data.
The customer behaviour determines the key performance objectives a supply chain needs to meet in terms of:
1. Cost
2. Reliability
3. Speed
4. Quality
5. Flexibility
Unfortunately talking to sales and marketing will only give a list of prioritized objectives and in the best cases a gap compared to the competition.
It is the data which will show what customers buy and which customers change their buyng behaviour based on price and the various levels of service that are offered.
dimanche 20 septembre 2009
vendredi 18 septembre 2009
The solution for LSPs is Business Intelligence
As Logistics Service Providers by definition provide Logistics Support to their customers, one only has to go back in history to see how the army developed the logistics function from the transportation and storage of critical supplies to the collection of mission critical warfare information.
The Romans started the process. Napoleon followed the approach and military intelligence is now the most visible part of American warfare.
From satellites to unmanned planes to control centers. All are organized to provide the commanders in chief with mission-critical information.
This new need creates new requirements in terms of assets. Best of breed information technology and data exchange protocols now drive the outcomes of the wars and this trend will beome more and more visible.
To provide business intelligence LSPs will need to be able to create long-term linkages with their customers, capture and organize critical information in a way the customer is getting value from this work.
Process excellence, continuously improving the working together is creating the necessary condition for long-term operational relations. Via project and IS mastery the LSP can then leverage these shared processes to provide the customer with value-critical information.
More details in a next section.
The Romans started the process. Napoleon followed the approach and military intelligence is now the most visible part of American warfare.
From satellites to unmanned planes to control centers. All are organized to provide the commanders in chief with mission-critical information.
This new need creates new requirements in terms of assets. Best of breed information technology and data exchange protocols now drive the outcomes of the wars and this trend will beome more and more visible.
To provide business intelligence LSPs will need to be able to create long-term linkages with their customers, capture and organize critical information in a way the customer is getting value from this work.
Process excellence, continuously improving the working together is creating the necessary condition for long-term operational relations. Via project and IS mastery the LSP can then leverage these shared processes to provide the customer with value-critical information.
More details in a next section.
Why LSPs need to re-invent their profession
Today transport is a commodity. So is warehousing. Both services can be started up from scratch on an asset-free basis leasing assets for the transport and warehouse on demand. Large multis have established themselves to partner and serve customers and their efficiency in this low margin business is extreme. The cut-throat competition is comparable to the ones airlines face globally.
To compete in such a marketplace, the only differetiatior is how the LSPs service their customers, how they leverage information to continuously improve their relationships with their customer and become strategic partners.
But even these approaches do not provide a winning business model for the likes of DHL, K&N or Agility. The problem here is that business success depends from the critical assets a company owns in the supply chain. And the reality is that LSPs do not own any critical assets. Most of them are perfectly interchangeable.
That is why the LSPs need to re-invent themselves.
To compete in such a marketplace, the only differetiatior is how the LSPs service their customers, how they leverage information to continuously improve their relationships with their customer and become strategic partners.
But even these approaches do not provide a winning business model for the likes of DHL, K&N or Agility. The problem here is that business success depends from the critical assets a company owns in the supply chain. And the reality is that LSPs do not own any critical assets. Most of them are perfectly interchangeable.
That is why the LSPs need to re-invent themselves.
mardi 15 septembre 2009
Advise from Dale Carnegie
Do not underestimate Self-importance
Names MatterNoble Motives Appeal
Questions can replace Orders in a subtle way
No critics
Avoid confrontation
Allow Saving Face
Praise and recognize mistakes
Create reputation to live up to
Know persons drivers
Know and share passions and interests
Check others viewpoints
Listen intensively
Let Others talk
Read message
Sympathize
Make happy about job
Create Challenges
Make fixes easy
Practice Smile
Add Drama
Dogs show love - always
mardi 1 septembre 2009
What are the keys to Organizational Excellence?
Please, help me to find out, what are the keys to Organizational Excellence?
The keys to organizational excellence concerns with: Mission, Vision and Core Values Style of Management; Strategic Management; Structure and Systems; Organizational Renewal Processes. Please help me on this issues, because it does relate with practical scenario..
1. Sustainability.
As long as you did not train your employees to have a certain standard which allows each of them to share and exchange tips about how to work better you will not have empowered employees and you will not have a team continuously improving their ways of work with colleagues.
2. Empowerment
Without empowerment, no sustainability.
3. Customer Feedback
Without Customer Feedback no sustainability, and therefore no excellence.
The keys to organizational excellence concerns with: Mission, Vision and Core Values Style of Management; Strategic Management; Structure and Systems; Organizational Renewal Processes. Please help me on this issues, because it does relate with practical scenario..
1. Sustainability.
As long as you did not train your employees to have a certain standard which allows each of them to share and exchange tips about how to work better you will not have empowered employees and you will not have a team continuously improving their ways of work with colleagues.
2. Empowerment
Without empowerment, no sustainability.
3. Customer Feedback
Without Customer Feedback no sustainability, and therefore no excellence.
Inscription à :
Articles (Atom)