Supply chain visibility is a critical function of any modern (and competitively advantageous) supply chain. However, the term itself leads many leaders to focus just on the capture and display of supply chain data.
Aftermarket services are a critical part of the “customer economy” and operating flawlessly can increase revenues and help with customer retention. However, in a recent survey of retailers by ARC Advisory Group and DC Velocity, less than half (42%) have the ability to measure the full financial impact of returns.
With today’s growing supply chain complexity, we’re seeing organizations struggle to deliver customer value with their supply chains at a cost that helps to make their business profitable.
It’s a huge problem that is getting more difficult by the day as organizations and supply chain professionals look for answers in their strategies and the technologies they use as the foundation for their supply chains. Oftentimes, the solution is not replacing the legacy systems they have in place but by connecting and extending them with a supply chain control tower.
As organizations move forward with determining how to transform their supply chains, it’s critical to understand that successful supply chains aren’t driven just by more investment into static resources but about agility in the way that we use our assets, investments and partners. The one constant we know is that business changes will happen and these changes will have a direct impact on our supply chains increasing the need to adjust and adapt quickly to drive cost efficient and customer focused practices.
Supply chain control towers are often misunderstood and the term control tower itself can mean different things from different vendors. We have tried to categorize the control towers you’ll see from analytics to operational control towers in previous posts and today we want to focus on the innovation that is happening with control towers focused on the end-to-end supply chain.
Everything you know about supply chain visibility is wrong or at the very least it’s limited. You may look at your supply chain today and say “I have good supply chain visibility” but I’d ask you how you define it.
Over the past decade, supply chain leaders have increasingly been asked to reduce the cost associated with fulfilling of customer orders on-time and in-full. However, in most cases, they have been asked to do so with less funding while the quantity of orders has increased. Let’s face it; that is tough position to be in.
This past Thursday, Brian Hodgson and I shared our thoughts on the evolution of control towers and what to look for when looking for a control tower to solve your business needs. You can find the on-demand recording here!
As always, we get a lot of questions during our webinars and here are our answers to attendee’s questions.
When in 1921, London's Croydon Airport introduced it’s first air traffic control tower, it did so to better manage an increasingly complex operation and ensure every pilot and passenger's safety on incoming and outgoing flights. The supply chain Control Tower has followed a similar trajectory, though what began as a simple visibility tool has advanced to encompass so much more. "Control Tower" has also become a buzzword. Though offered by many software providers, the term's meaning tends to vary depending on the source.
In this post, we’ll discuss the industry's growing complexity and how this change of pace is driving leaders to better optimize and measure their supply chains. We begin by exploring the different types of Control Towers in the market, and what you should look for based on your needs.
Supply chain visibility is one of the hottest topics in supply chain and for good reason. As our supply chains grow larger and in turn get more complex, supply chain leaders are increasingly realizing the gaps they have in their visibility across the supply chain.
Too often in supply chain we are focused on the immediate; on the execution of our orders today without as much thought on how our process and strategy should and will evolve in order to serve our operational needs as we expand our product lines, our markets and our geographic customer footprint.
“By the year 2020, 80% of the goods (compared to 20% today) will be manufactured in a country different from where they are consumed.”
Th insight above from McKinsey & Company's supply chain study illustrates the changing nature of supply chain in today's landscape. Supply chains are becoming more global and international not only with the parties involved in fulfilling and delivering an order but also in the flattening of the potential market for our goods and services. Companies that are pursuing growth will need to think about how to deal with this global environment and all the supply chain complexity that comes with it including quicker lead times, increased options and expanded product portfolios.