Leading a successful transformation requires the supply chain manager to make a significant personal commitment and sacrifice, and they may ask “why bother?” The answer is simple: the two key responsibilities of any supply chain leader are to leave the business better than you found it and to leave it in more capable hands. The journey to develop, implement, and sustain a supply chain transformation will improve your business and develop your team.

Today’s supply chain leaders face a common dilemma. Production shortages, customer back orders, supplier issues, and other burning problems command focus on short term objectives. Yet succeeding in today’s rapidly changing world often requires transformation improvement. Examples of transformation change include acquisition integration, new technology implementation, new product launches, major cost reduction program execution, market expansion, etc.

How can supply chain leaders use their end-to-end perspective to disrupt and transform their own business?

The question supply chain leaders must ask themselves is, “Is this transformation needed for my business to win?” If not, move on; if so, begin NOW using these steps:

1. Supply Chain Strategy. We have all seen business strategies which are too long, too complex, and too ambiguous. Strategies need not be complex or verbose, but rather a simple expression of: i) The problem or opportunity; ii) The goal; and iii) Why it needs to be pursued.

2. Business Case. All businesses have more ideas than money to invest; view your business case as a “loan application” for approval of capital, resources, and time -- it expresses your supply chain strategy in financial terms. Supply chain leaders must be skilled at creating business proposals grounded in good economics that provide a compelling financial case for executive approval.

Keys to success include

Getting the numbers right

Applying Total Cost of Ownership to your supply chain design

to your supply chain design Communicating benefits in terms of business or shareholder value.

3. Disciplined Execution. A supply chain manager’s ability to execute is vital to their business transformation project, and critical to their reputation. The scope of an effective execution plan includes people, processes, systems, data, and governance.

Keys to success include

Securing a visible and committed executive sponsor

Selecting the right team

Implementing an effective project management cadence

Establishing a collaborative work climate.

4. Sustainment . Maintaining change is extremely challenging; over time or at the first sign of difficulty, people tend to revert to the original state because it is more comfortable. It is the responsibility of the supply chain leader to continue the forward motion necessary to maintain a successful supply chain transformation.

Keys to success include

Recognizing and celebrating improvement

Establishing effective program governance (leadership, metrics, and project plans)

Implementing a clear change management plan, including who, why and how to transition from the current state to the future state.

5. Leadership. The most critical element of any business transformation is the leader. Supply chain leaders are uniquely qualified because their end-to-end perspective enables them to be change agents.

Keys elements include

Providing direction – where the team needs to go, and why

Specifying connection – defining the role of each individual and how it is critical to the plan

Providing a positive climate – a productive environment where the team can innovate, recognize, and thrive.





Tags : #Supply Chain Strategy #SupplyChainDisruption #Leadership #Collaboration #Total Cost of Ownership

















Source : APICS







