By Stéphanie Duvault-Alexandre, Senior Presales Consultant
Once upon a time some gurus began to point all of us in the right direction, i.e. collaboration.
Indeed, individualism and lone-wolf attitudes were, and have been since, considered as non-productive practices that only created an obstacle to the process of achieving company’s goals.
For years people have tried to set up collaborative processes within their business. They started by highlighting collaboration benefits within their own department, then proceeded to spread the message to the other services and the company as a whole.
Before going further, it would be good to remind ourselves what does the word “collaboration” mean?
To collaborate (co-labour) means to work together and act as a team, in order to achieve shared objectives. All the stakeholders are invited to share their knowledge and skills, to contribute to produce or achieve something together. What a great idea!
It seems so simple, so why are companies still struggling to put it in place? Why do we hear so often that people are working on their own with no support from other services and departments?
It is actually quite straight forward…
By Michel Ramis, VP Sales and Marketing
Over the last few years, globalisation and digitalisation have encouraged global companies to redesign their strategy and to look for new ways to make a difference in order to remain competitive among their market and to improve their productivity at the same time. What if the answer to this challenge was obvious but the executives forgot to think about it?
In every multinational company, a function is too often under evaluated, even though, thanks to this function, executives would be able to better control their profitability objectives. This crucial function, which can create additional value for the company, is the Supply Chain.
According to a recently published study from Capgemini Consulting , 75% of operational executives consider that Supply Chain (and its digital transformation) is a major issue for the company. The Supply Chain is a core activity that integrates all the product flows and the information regarding logistical processes: from raw material purchase to final products delivery. Nowadays this function only occupies an unnoticed position in companies, comparable to an ancient art that only a few chosen seem to be able to master: the Supply Chain managers. Yet, the ‘Supply’ function must be rethought and considered as a determinant factor of the productivity and savings race for companies. Companies can no longer consider Supply Chain only as a support function but rather as an executive function.
As Downward Pressure on Economic Growth Continues, Supply Chain Leaders Summit held by FuturMaster attracts professionals’ attention
On June 2, 2016, the Supply Chain Leaders Summit hosted by FuturMaster was held in Shanghai. The summit, with the theme “Supply Chain Planning: A New Profitability Driver”, included seven keynote speeches and one high-level panel, with speakers coming from L’Oréal, Heineken, Danone, BearingPoint, etc. Hundreds of Supply Chain and Operations executives from more than 80 companies attended this summit, from domestic and overseas companies such as Prada, COACH, Lenovo, Boston Scientific, ZTE, Nestle, Nike, BSH, Groupe Rocher, etc.
China’s economic downturn has had an enormous impact on the real economy. Many companies have shown decreasing trends in turnover growth. In these challenging times, in order to maintain profitability growth and increase revenue, businesses are required to put the optimization of supply chain systems and improvement of operation processes as top priorities. Continue reading
Every company wants to achieve Supply Chain excellence by delivering the right product to the right customer at the right time, and more importantly, at the lowest cost.
Like kryptonite is to Superman, many supply chain experts struggle to achieve this excellence with many facing these decisions:
- How to accurately predict the future demand in a rapidly changing market?
- Which distribution center should I use to fulfill the demand?
- What is the optimal stock level to ensure on-time deliveries and to avoid wastages?
- How to allocate the demand to the optimal plant?
- During peak season, should I pre-produce, use overtime or outsource?
As if making the above decisions are not difficult enough, there are risks involved: Continue reading