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.