- The lack of integrated thinking/arrangements
● If something went wrong with a shipment, this was forwarder; Less thinking about planning, suppliers, manufacturing or the arrangements for customers' receipt;
● Purchasing has the team’s focus themselves, Manufacturing too, Stock... Sales too…
● To look at this under a bigger lens - how can supply chain better serve the whole business model?
⋅⋅ ⦿ Should we apply the pull strategy or push for better alignment with sales, and minimising waste and costs?
⋅⋅ ⦿ How should we arrange stock to support the sales and amplify agility and resilience?
A LinkedIn topic was about ‘How to optimise the export processes?’
What’s your thought?
This breakage of the alignment between the upstream and downstream activities, leads to easy fix and easy allocation of a responsible party. But it doesn’t lead to long-term business good, as the ultimate solution is still missing. Without that, it’s not a surprise that similar negative sufferings are occurring again.
Beyond the basic buy-store-ship, supply chain can be organised in various ways to suit different contexts.
Once you pinpoint the right strategy, the right ways, it’ll boost a company’s delivery performance, strength and profitability.
⋅ What experiences did you have relating to this?
⋅ Any great practices you’ve applied and have been enjoying happily?
Pls don’t hesitate to reach out, if you would like a chat. ☕️
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