Any tool is only as good as the process it automates.
Automating wrong processes will give you wrong outcomes.
Test your process / fit before you scale up.
๐ง๐ต๐ฒ ๐๐ถ๐ด๐ด๐ฒ๐๐ ๐๐ต๐ฎ๐ป๐ด๐ฒ ๐ถ๐ป ๐ฆ๐๐ฝ๐ฝ๐น๐ ๐๐ต๐ฎ๐ถ๐ป ๐๐ฎ๐ ๐ก๐ผ๐๐ต๐ถ๐ป๐ด ๐๐ผ ๐๐ผ ๐๐ถ๐๐ต ๐ง๐ผ๐ผ๐น๐
Forget about fancy tools and shiny new gadgets โ the biggest change in the supply chain comes from boring old processes and the way we think about things.
Tools, such as
โ supply chain management software and
โ automation technologies,
can improve efficiency and streamline processes.
But, they are only as effective as the processes and systems they support.
To revolutionize the supply chain, we must reevaluate and optimize these underlying processes.
1. ๐ฅ๐ฒ๐ฒ๐๐ฎ๐น๐๐ฎ๐๐ถ๐ป๐ด ๐ผ๐๐ฟ ๐บ๐ฒ๐ฎ๐๐๐ฟ๐ฒ๐บ๐ฒ๐ป๐๐.
If we want to shake things up, we need to think outside the box.
For example, instead of tracking cost per unit, what about the total cost of ownership?
That way, we can take into account things like
โ the quality of the product,
โ the reliability of the supplier, and
โ the impact on the customer.
Or how about measuring customer satisfaction? I mean, who doesnโt love a happy customer?
2. ๐ฆ๐๐ฎ๐ฟ๐ ๐ฎ๐๐ธ๐ถ๐ป๐ด ๐๐ต๐ฒ ๐ฟ๐ถ๐ด๐ต๐ ๐พ๐๐ฒ๐๐๐ถ๐ผ๐ป๐.
No more surface-level inquiries โ we need to dig deep and get to the root of the problem.
For example, instead of โWhy was this delivery late?โ, we could try โWhat are the root causes of our delivery delays?
Is it an issue with our
โ transportation planning,
โ supplier lead times, or
something else?
How can we address these issues to improve our on-time delivery rate?โ
And donโt be afraid to think big!
Instead of trying to
โ improve efficiency and
โ cut costs,
we could ask questions like โHow can we use our supply chain to create value for our customers in ways that go beyond traditional product delivery?
Could we leverage our network and capabilities to offer new services or solutions?โ
3. ๐๐ผ๐๐๐ฒ๐ฟ ๐ฎ ๐ฐ๐๐น๐๐๐ฟ๐ฒ ๐ผ๐ณ ๐๐ผ๐ป๐๐ถ๐ป๐๐ผ๐๐ ๐๐บ๐ฝ๐ฟ๐ผ๐๐ฒ๐บ๐ฒ๐ป๐.
And no, I donโt mean the kind of perfectionism that freaks out about every little mistake. Iโm talking about a culture of โkaizenโ, where we embrace small failures as opportunities to learn and grow. This might involve
โ setting up regular review and feedback sessions with team members,
โ encouraging employees to suggest ideas for improvement and innovation, and
โ providing training and support to help them develop new skills and capabilities.
And donโt be afraid to experiment and test out new ideas โ after all, the only way to know if something will work is to try it out.
So there you have it โ
the biggest change in the supply chain comes from
1. Reevaluating our measurements,
2. Asking the right questions, and
3. Fostering a culture of continuous improvement.
๐๐ถ๐ณ๐ฆ, ๐ต๐ฐ๐ฐ๐ญ๐ด ๐ข๐ฏ๐ฅ ๐ต๐ฆ๐ค๐ฉ๐ฏ๐ฐ๐ญ๐ฐ๐จ๐บ ๐ค๐ข๐ฏ ๐ฉ๐ฆ๐ญ๐ฑ, ๐ฃ๐ถ๐ต ๐ต๐ฉ๐ฆ๐บโ๐ณ๐ฆ ๐ฐ๐ฏ๐ญ๐บ ๐ข๐ด ๐จ๐ฐ๐ฐ๐ฅ ๐ข๐ด ๐ต๐ฉ๐ฆ ๐ฑ๐ณ๐ฐ๐ค๐ฆ๐ด๐ด๐ฆ๐ด ๐ข๐ฏ๐ฅ ๐ด๐บ๐ด๐ต๐ฆ๐ฎ๐ด ๐ต๐ฉ๐ฆ๐บ ๐ด๐ถ๐ฑ๐ฑ๐ฐ๐ณ๐ต.
Itโs time to shake things up and drive real change in the supply chain!