It all boils down to: (1) Being familiar with emergency procedures; (2) Having VISIBILITY of the supply chain; and (3) finding the right people, provide continuous training and allow them to learn and develop by rotating their roles in the supply chain.
Supply chain managers are always on the “hot seat”: Excess inventory equals obsolescence; lean inventory equals stockouts; either/or hits the bottom line. These “mini crisis” are on a daily basis and prepare the SCM crew for tougher crisis. Be it inventory, transportation, production, or planning, these folks are ready!.
When it comes to supply chain risk: Lack of Visibility (“WHAT IS BEHIND CURTAIN NUMBER 2”) is the biggest danger. While high-tech and apparel industrieshave the best visibility, the supply chain still needs improvement across the board. It is all about those lower-tier suppliers, and even some tier 1 suppliers. If asked, a high percentage of companies have continuity plans and a dual-source strategy. My question is if this is all reactive stuff or have they addressed the unknown?
Read more: http://www.ec-bp.com/index.php/articles/industry-updates/10735-what-do-scm-leaders-do-in-a-crisis#ixzz3FLbDD0fY
We recently wrote an article on Supply Chain Control Towers. Now, who is going to staff the control tower? Logistics was conceived by the military to get the right amount of supplies to the troops at the right time, supply chain management takes a bigger approach of looking further back into the life of a product to its manufacture and even product design while integrating what were once thought to be unrelated disciplines: marketing and customer service.
The Global Supply Chain Forum has identified eight key processes that make up the core of supply chain management: (1) Customer Relationship Management (provides the structure for how the relationship with the customer is developed and maintained); (2) Customer Service Management (the company’s face to the customer); (3) Demand Management (coordinates all acts of the business that place demand on manufacturing capacity): (4) Order Fulfillment (integration of the firm’s manufacturing, logistics and marketing silos); (5) Manufacturing Flow Management; (6) Procurement (supplier relationship management); (7) Product Development and Commercialization (integrating customers and suppliers into the product development process in order to reduce time to market; (8) Returns.
C-level is used to describe high-ranking executive titles within an organization. C, in this context, stands for Chief. We have a CIO (Chief Information Officer), a CTO (Chief Technology Officer), a CMO (Chief Marketing Officer), a CFO (Chief Financial Officer), a CCO (Chief Compliance Officer), a CFO (Chief Knowledge Officer), a CSO (Chief Security Officer) , a COO (Chief Operating Officer) and, of course, a CEO. What is the head of Supply Chain Management going to be called? More importantly, is SCM a “C-Level” or is SCM a “corporate utility”?
The “Chief Supply Chain Officer” (CSCO) needs to be involved in developing the business strategy rather than just somebody else’s strategy.