10 key trends to understand Supply Chain Management

In few years only, Supply Chain Management became one of the trendiest topics for organizations facing globalized markets. But in parallel, it also remained one of the foggiest topics for managers at every level. Sticking to logistics origins, we could stand our ground on initial Supply Chain Management definition (a system reaching all processes, flows and resources needed to deliver the right product/service at the right place, in the right timing, with the right quality, quantity and cost). But I think the best way for Managers to keep an up to date vision is to have a clear understanding of the main trends shaping business environment. Through this exercise, we clearly see how the essence of Supply Chain Management (systemic approach, vision sharing, animation principles…) is essential to face all challenges emerging.

STATEMENTS

#1 Value chain schemes involve a growing complexity for business Management

#2 Needs for Flexibility, Reactivity and Coordination make older models obsolete

#3 Technological revolution acts as a trend amplifier

TRANSFORMATION AXIS

#4 Operational Excellence forms a powerful approach for transformation plan set up

#5 Fully aligned business models are on top of best practices

#6 Refocus on green supply chain should/ may occur soon

KEY ENABLERS

#7 Control of information/ data is vital

#8 Manager behaviors drive team understanding and involvement

#9 Misalignment of skill market and business needs is impacting organization design

#10 Today's Supply Chain truth will not be applicable tomorrow

Supply Chain optimization: a total cost approach


Industrial Europe is currently going through a period marked both by strong competitive pressure from low-cost countries and a narrowing, a direct consequence of a consumption crisis in local markets. On the front line since 2008, the automotive sector was quickly forced to adapt and work on the flexibility of its model in order to maintain a robust economic performance

To reduce Supply Chain costs, once the traditional levers have been activated (supplier negotiations, transport schemes optimization, inventory reduction, etc.), manufacturers have decided to go further by progressing on the notion of total cost. 

The following summarizes some best practices for deploying such an approach that extends beyond the automotive industry.

The primary purpose of the total cost approach is to direct decision-making processes towards solutions that achieve a global optimum in the supply chain. Because of this systemic nature (opposed to function-based approaches), total cost is a fundamental concept of Supply Chain Management.

It is calculated by realizing the sum of assumed costs directly or indirectly by each function and this, until the service of the final customer:


SCHEMA 1: Simplified representation of the Supply Chain + cost/ function source

The objective is to have the most exhaustive possible cost vision during its construction in order to measure the impacts (including those usually hidden) of a decision on all the functions of the chain.

In sectors where the value chain is shaped by large, long-term programs (vehicle programs in the case of the automobile), this approach is used in particular to optimize the current models during the serial lifespan. The total cost must be able to overcome breakthrough ideas by neglecting impacts on a function cost if the overall result is beneficial.

In the shorter cycle sectors (Consumer Product Goods, various industries), the approach is mainly used to: (i) build the right model at the start of production by supporting Make or Buy trade-offs, (ii) facilitate and optimize allocation decisions between logistics flow schema for each new product launch.

Recurring examples

By constructing the cost structure of the automotive supply chain, it quickly becomes clear that the weight of the upstream part, which consists mainly of transport from suppliers to factories, is substantial (around 40% of total logistics costs). The main driver of cost reduction, the improvement of the trucks/containers filling rate requires the implementation of transverse reflections such as total cost, in order to achieve solutions that are disruptive compared to the current models:

Supply-Transport arbitration:

Car manufacturers have all gone very far in terms of batch size in their various applications of Toyota's precepts (see the concept of One Piece flow). However small lots have a double negative effect. On the one hand they no longer allow to optimize loadings (cost/m³ penalized accordingly).

On the other hand, they contribute to the frequencies increase and thus to the multiplication of journeys. The positive impact on the stock levels of the production units is, in this case, erased by the additional costs assumed by the transport function.

In this case, the use of the total cost makes it possible to dissociate (i) the high-value parts that have to be delivered on a daily basis in order to minimize their weight in the inventory (this gain covers the additional cost of transport induced) (ii).
The others parts that will be massified in transport at reduced frequencies (weekly if possible) to optimize loading rates (the gains largely covering here the differential on the storage cost).

Piece – transport manufacturing arbitration (design to logistics):

Still too little measured concretely in the industrial world but clearly identified at the operational level, the impact of the design phase on the logistics processes is an important subject to sift through total cost. Steering columns or exhaust lines are striking automotive examples. For pieces combining size and design complexity, the question of sub-component cutting (inducing an internal pre-assembly) must be systematically laid down on the basis of the different costs to be assumed.

It enables to dissociate (i) Pieces that make a relatively short journey in terms of km and / or that require a very complex assembly process or not mastered internally, these parts to be supplied by finished sets (ii) Pieces costly in transport (according to kms traveled and packaged volumes) and whose cost of internal pre-assembly is competitive, these pieces needed to be conversely decomposed into sub-assemblies during the design.


The idea of such a division is to be able to densify items within the same packaging and therefore to improve the cost/m³ ratio of transported goods; up to 30% in the case of steering columns or exhaust systems.

In other sectors, the exercise can be done around trade-offs between Marketing and Logistics functions, for example. In distribution, the total cost analysis of the ready-to-sell packaging on low cost ranges is not yet widespread while it poses interesting conclusions. These packaging, originally designed to reduce racking time, are very unstable to handle during all upstream stages and suffer from a markdown rate 4 to 5 times higher than warehouses level, thus penalizing the final cost customer rendering. On the other hand, on premium ranges for which the packaging is designed to be resistant, the loans to be sold can generate real savings and improve the customer experience.

Implementation keys

The transversality of the approach and the need to decide on a global optimum in break with the established scheme necessarily induces friction between trades still operating too much in a silos logic.


Here are main principles adopted by the builders to complete the process:

#1 Make the dashboards consistent

Creating a total cost global objective that is common to the different functions and aligning each one's objectives limit the blockages associated to diverging indicators and reduces the tension subjects.

#2 Adapt the organization 

The establishment of a steering unit of the topic of total cost at the general management level and the appointment of referents in each profession is a prerequisite to ensure effective project management. This one must promote the identification and implementation of concrete opportunities in the supply chain.

#3 Define an arbitration body 

The appointment of a top manager with the final decision-making power in case of blockage avoids having to recourse to the management committee continuously to decide. This decision-making power can even be given to the factory manager who is not only in charge of his productivity but also of the complete value chain of his vehicle.

#4 Develop the actors supply chain maturity

The work basis, the training and the communication allow the operational ones to understand the direction that one gives to the use of the total cost tool.

Good reflexes

Moving forward with the total cost issues requires the ability to compile a large amount of data in a structured way and then use it to trigger arbitration.

For this, it is necessary to:

#1 Structure cost models

If a good knowledge of all the applicable costs for each process is a good starting point, the goal must be to structure quickly generic cost models reproducing the different existing options and the total cost associated.

This point has already been developed by manufacturers but is also found in sectors such as large retailers under the name of rating grids. These ones enable to make a choice of logistic diagrams by comparing different possible scenarios. The first step in this case is to frame the potential channels (import, domestic stored, domestic cross dock, domestic direct for example) and the processes that they involve. The Supply Chain function saves the costs of each stage in parallel in the grid, with a particular focus on the processes known in advance for criticality and/or recurrence (typical example: what is the real cost of non-palletising the goods on import flows?).


The purpose of such a grid is to be able to automate and optimize the allocation of each new product in this or that sector according to the cost of the customer.

#2 Facilitate Arbitration

Extracting key data and presenting it in a synthetic form is the best way to create buy-in around a change scenario. On the batch size issues in the automotive sector, a summary vision of the stocks by supplier and the delivery frequencies used is a good example of an inventory comparing the production and transport trades:

SCHEMA 2 : Inventory vs frequency graph








​Behind the arbitration process, the use of decision matrices makes it possible to clearly share and validate main rules to be used to revise the management methods:

SCHEMA 3 : Volume delivery matrix vs pieces value








​In the automotive sector, the introduction of this approach has already been proven to significantly reduce upstream logistics costs and thus improve the operating margin. It makes it possible to put on the table innovative scenarios of cost reduction by basing the final arbitration on the gain generated globally for the manufacturer.

This approach is starting to be deployed in other industrial and distribution sectors with real opportunities into the bargain. It requires setting up robust tools, adopting new management systems, and finally driving change within the company through targeted training and communication actions. For this, it must be the subject of a business project conducted by a dedicated team supported by the General Management.

Sourcing Offices: a shift of paradigm


Over last decade, sourcing offices became a major piece within globalized footprint of western retailers. Asian countries and China in particular have been privileged destinations for those entities due to cost attractiveness of the area.


After a first era of development and opportunity catch up particularly positive and characterized by consistent purchasing gains, most of these Sourcing Offices are now searching for their second breath.


Being caught between suppliers raising progressively their prices to follow cost pace (labor, utilities, quality costs…) and internal counterparts expecting more value (purchasing gains, flexibility, services…) they need to redefine and strengthen their model.

A growing demand for added value

Back to the origins, the Sourcing Offices have been developed by retailers for two main reasons:

#1 Gather demands coming from various entities within a same group

Retail groups are by nature associations of small entities (stores / country grouping / store brands) that in isolation are facing difficulties to reach economies of scale in purchasing task. Once pooled through a Sourcing Office, they can get a higher power of negotiation.

#2 Set up localized resources

Dealing on a daily basis with distant and unknown sourcing markets is a real challenge from supplier identification and qualification to order processing and shipment arrangement. A localized Sourcing Office helps tackle the cultural differences and handle process with knowledge of local constraints.


Consequence of this position, Sourcing Offices have always been at the crossroad of two worlds presenting different expectations, timelines and constraints. They need to match the need of volume / visibility / stability of suppliers with the need of pricing / flexibility / reactivity of internal counterparts. And current trend shows that each of these needs even tends to be reinforced.

In parallel, Sourcing Offices progressively became a center of services and they integrate functions not directly related to sourcing operations such as Supply Chain, Design or Packaging. Buyer’s product selection is going toward less item picking (what supplier already has in his catalog) and more product development allowing to better customize products in function of the destination markets. It makes Sourcing Office job a more complex job within a more complex environment.

Process set up: streamline tasks

Three kinds of actions are necessary to rework processes

#1 Streamline the processes


A quick process mapping exercise shows that support functions can carry until one third of Non Value Added Operation and one other third of “Waste” operations. Sourcing offices are not an exception and existing waitings, overlaps, reworks are damaging the performance. It artificially grows workload of teams that tend to sacrifice the Value Added tasks as Supplier and Product sourcing.


On this axis everything starts with Value Added definition by teams, what do the clients expect? What are they ready to pay for? Once this defined, the streamlining exercise will aim to map and progressively improve / eliminate all tasks not contributing to create value added for clients. It’s the occasion to redefine for each process the operating standards and expected outputs.


#2 Structure advanced toolsets

As demand for high value added service raised, Sourcing Offices frequently demonstrate a cruel lack of methodologies for key structuring activities. Job Description as defined today in Sourcing Offices are limited to daily commercial execution (supplier integration, product development and qualification, order processing…). Strategic actions like Purchasing Strategy definition or Negotiation preparation are not correctly documented.

It requires, while working on operating standards, to create standard approaches and templates for strategic processes.

As an exemple on Purchasing Strategy axis, it means provide an analysis structure / template that will be used by each category to set up a mid term vision and an action plan aiming to reach this vision. On Negotiation preparation, best practices show that having a standard blusheet per supplier centralizing key figures (turnover, rebates, item price evolution vs cost index evolution...) helps buyers to be better prepared for negotiation rounds.


#3 Link processes & tools to organization

Last point in the inventory, the tools are most of the time not adapted to the needs of teams and are not giving the right vision for people to monitor their activity. Information Sytems are not covering the entire value chain, standard KPIs and dashboards are missing, and sometimes several Information Systems co exist without being connected to share information.

No mystery on that point, solution is coming from Information System itself, several solutions are already proposing a End to End Management of information and physical flow. On top of a transversal cover, capacity of the system to deliver tailored and visual dashboards is also part of ideal solution.


Organization set up: develop the 360° vision

Organization is a key component of sourcing office performance, it requires to put the right level of skill and experience in front of each task and each interlocutor.

A lack of maturity in organization will end in a general disorder where Commercial team (merchandiser, product manager, department manager…) tend to monopolize conversations with each side of the business for each topic assessed (Quality, Supply Chain…). It’s also frequent to see overlaps between commercial team members.


There are three kinds of actions to carry in order to work on this axis


#1 Refine the Commercial team Roles & Responsibilities


Commercial team (merchandiser, product managers...) is central for a sourcing office, it’s the team in charge of settling and rolling out the sourcing strategy (suppliers / products) by matching internal client expectations with market offer.


Within the commercial hierarchy itself, it’s important to separate strategic tasks and operational tasks to ensure that higher level of hierarchy will dedicate time to strategic topics and stop overlapping other levels on operational topics.

#2 Position operational functions as key actors of performance

Operational teams (Quality and Supply Chain firstly) are essential to carry on the business and deliver value added services to internal clients.

Position them as key interlocutors on each of their topic will secure the output per topic (product qualified, delivery on time…) and avoid overlaps with commercial team.


#3 Structure transversal relationships

To guarantee the good execution of processes and secure the delivery of expected performance, communication within organization is vital. To give a framework and force teams with various objectives to work together toward a common goal, matrix management can be relevant.

One referent is nominated per function in order to monitor on daily/weekly basis with referents of other teams the achievement of key milestones (product selected, product qualified, order validated, production launched…).


Working on organization through these 3 axis will push the need for standardized R&R. This is where RACI definition exercise (Responsible, Accountable, Contributor, Informed) becomes important, it will clarify Roles and Responsibilities newly define through waste hunting workshops.

In terms of management, we can't let rooms for interpretation. Management routines, animation principles are often viewed as well-known topics but there execution suffers from a lack of definition and of discipline from Managers. They need to be part of new standard definition, with pre defined owners, frequency and expected outputs.

Upstream set up: Educate the suppliers

Process streamlining and organizational alignment is not only reserved for inner Supply Chains. The development of counterparts’ maturity is a natural and essential step along retailer’s Supply Chain reinforcement. Tier one suppliers are one of first focus to have in this approach.


Maintain an accurate knowledge on supplier’s strengths and capacities, align his processes with internal requirements, face the right interlocutors for each function (Commercial / Quality / Supply chain), here are the basics to put under control upstream channel.

Obviously it also involves having regular check points around pre-defined dashboards and KPIs in order to get a live vision of execution advancement.

To secure sustainable purchasing gains and sustainable quality level with the biggest and most strategic suppliers it also becomes common to launch supplier development programs. It involves for Sourcing offices the nomination of dedicated resources specialized in Operational Excellence that spend time on supplier‘s site and help him to improve its overall productivity through Lean workshops.

Downstream set up: Educate the internal customers

Today, there is no standard sourcing organization, each retailer has developed his own approach with various level of centralization leading to various degrees of penetration of Sourcing Offices within everyday business (penetration represents the ratio of business handled by Sourcing Office among total purchasing amount for a group).


Fully aligned organizations position Sourcing Offices at the heart of their strategic plan, working on product development and costing, being responsible of quality delivered, acting as an unavoidable service center to deal with upstream actors. They are not necessarily covering the entire portfolio but on a set of pre-defined strategic categories (best sellers, non-food categories, commodities…) they have the prerogative.


 Examples


   In Europe Ikea, Decathlon or Zara are well known examples of fully aligned organization. Business Model is reflected in       the entire value chain that is oriented toward cost optimization and ability to focus on value expected by clients. We talk    about bridging operation cost constraints and client experience through design approach for Ikea, developing a strong         internal alignment around development and merchandising of own brands for Decathlon, working on time to market           reduction with each function to propose faster collections for Zara.


Aside of these word class organizations, other retailers are mixing approaches allowing entities (or grouping of entities) to deal directly with suppliers while developing their own resources in a structured Sourcing Office.


The more aligned you are at group level, the less bias you open for daily execution of sourcing tasks by the internal customers. It leads to a systematic volume pooling and the more volume you give to your Sourcing Office, the more value they will be able to bring back to you. It’s Key Success Factor to strengthen Sourcing Offices and give them the best condition to develop their potential.

In few bullets points we saw the preconized focuses for Sourcing Offices in 2017, if industrial purchasing is still fare considering the BtoC market constraints, it’s still a good ideal to chase, several best practices are easily reachable. The existing gaps in management mindset, in organization maturity and in tools & processes alignment can be closed and need to be closed in order to keep positioning Sourcing Offices as performance contributors.

Supply Chain Management: is Blockchain the new RFID ?

It has been hard lately to work on Supply Chain Management topics without hearing a word about Blockchain technology and all the potential progresses it carries. For people involved in our field it can sometimes sounds as an echo of what happened with RFID technology.

Back in the days, around 2006, Supply Chain world was shivering with the booming of RFID application (Radio Frequency IDentification). From a technology appeared at mid-20th century, the actors of technological appliance development started to create a universal tracking system able to make Supply Chains walk fully into the world 2.0.

RFID: from hot topic approach to pragmatism

Every sector of the market, every actor in the chain, every function in the company would use RFID to improve the logistics performance (right product, right price, right quantity, right quality, right place and right time). And due to an obvious need for product traceability and information chain mastering, it has reached the interest of most of the actors.

Professional fairs and professional press were heavily passing the information around through conferences, round tables and articles. The limit of these exercises was the clear fact that tangible examples of technology application (I mean with revolutionary changes in terms of performance) could be counted on the finger of the hands. Later on, we would also discover that RFID usage touches its limits when the technology is entering the private sphere, enabling to track more than just marmalade pot until the door of the shop.

With hindsight, we can say that no revolution occurred, printed barcode is still the top 1 mean to track and trace products in the Supply Chain; the announced wave has been localized. Facing a more mature technology, we can say that it has been a huge added value for some sectors having identified needs and constraints. Garment retail, high value sub components in industry, handling means tracking (pallets, reusable trays…), these are a few models of successful application.

Blockchain: you don’t master Supply Chain 1.0, try Supply Chain 4.0!

10 years later, RFID is not anymore a hot topic and new concepts appeared that feed the expert debates. On technological axis, the main one is related to Block Chain late development and it sticks with the major stakes existing around Big Data mastering. Started from a need for money transaction the Blockchain protocol is opening a large window for other application areas.

The two main advantages already identifiable are: 1/ the high level of security offered and 2/ the ability to spread data processing between many devices (instead of using one huge, costy and sensible server). Each device involved in the chain is requested to store a small portion of information and counter check the authenticity of data stored by its peers. This kind of protocol is essential to secure financial transaction and this was the starting point for Bitcoin that developed the protocol.

Time passing, we are hearing more and more experts saying that there is no border to this technology and that it can be used everywhere. I was recently attending the Supply Chain Event in Paris and Blockchain was a key concern with one entire morning of conferences dedicated.

As Supply Chain Management is entering in the 4.0 era, the Blockchain is an ideal topic to be launched in the air. But as for RFID sooner, no example of concrete roll out is available today for our jobs (warehousing, transportation, order processing…).

It wouldn’t be a problem if Supply Chains were already mature on 2.0 and 3.0 axis (do you know the difference between these two ?). 90% of Supply Chain Managers are currently fighting in their daily operations to apply basics of organizational efficiency. As far as the concept creation can go, and as much as it feeds experts' lives, companies are still struggling to structure and make work together key logistics processes for tomorrow.

We can easily guess that Blockchain will be a concrete progress for some particular operations, basically each time a Supply Chain deals with external counter parts (not only for financial transaction). But it’s not at the heart of problematics as long as basic Supply Chain Management remains a myth (a statement that I'll develop in another article).

The Supply Chain myth

The Supply Chain topic has risen progressively from early 2000s to become an essential part of business approach today. Surprisingly it remained in parallel one of the foggiest topic for people within companies whatever the function they hold.

Birth and story of a myth

The development of Supply Chain theory started with the idea that each process in the value chain should be considered as a contributor of the performance delivered to the final client. The approach aims at digging into logistics processes (procurement, warehousing, transportation, kitting, reverse…), understanding their efficiency factors and adopting a systemic approach to establish strategic and operational links between them.

The revolution around Information and Communication Technologies has supported the development of these interactions by facilitating the information brewing. Data mastering became strategic to drive the business and win competitive advantages, turning Information Systems into vital tools. Progressively they’ve been able to cover every Supply Chain process; we gave them acronym names (ERP, WMS, TMS…) and we stepped into the Supply Chain 2.0.

Few years after, more technologies were developed (RFID, SaaS, APS, automatization, Drones, Block Chain…), more theories were defined (DDMRP, flowcasting, shared inventory management, omni channel distribution…); Supply Chain Management is for good a strategic component of companies' performance.

L'impact de la révolution technologique sur la Supply Chain

Listening to experts, we should even be by now in the 4.0 era.

The widening gap

Looking at examples coming lately from western / historical retailers and OEMs, let’s have a doubt and let’s say that pragmatism is essential in front of the various level of maturity we can face in terms of Supply Chain Management.

​Retailers and OEMs cases are interesting as they both show the reality of problematics that Managers are facing, far from theorizing theories. First ones spent the last years searching for the good solution to address the needs of online market in front of pure players that still handle 99% of this limitless business. The second ones are facing more and more issues with delivery delays and capacity to align rank 1 (even rank 2) suppliers on expected deliverables (Quality / Cost / Lead Time).

​Everyday life is focused on very basic questions:

  • How to maintain competitiveness across all channels handled?
  • How to secure supplies while more and more items are coming from far shore countries?
  • How to handle high variations in demand?
  • How to stick to initial planning? 
  • How to drive the upstream chain and eradicate risks of shortage (even sometimes in link with financial issues at supplier side)?
  • How to deal with extreme customizations needed?

As a consequence, having a conversation with a Supply Chain Manager these days is pretty interesting as they generally try to peck here and there for revolutionary solutions while revamping regularly the organization searching for the right formula. Drown in the profusion of concepts and tools, Managers tend to lose the essence of Supply Chain Management while everything starts with their ability to build and share a vision.

The DNA shortage

Standing out of the crowd, a couple of economic actors are showing a great ability to meet customer demand and create value based on the way they fit their organization. No mystery on that, every world class actor has bet on a Supply Chain entirely designed to make processes flexible and efficient, to speed up the flows and optimize resources needed.

Apple, Decathlon, Dell, Ikea or Amazon, Intel, Mac Donald’s and Unilever (if we want 4 names sticking to the Gartner 2016 top 25 Supply Chain organizations), these are concrete examples of successful application of SCM.

If you run opinion surveys, you’ll find that each of these companies have a strong and easily recognizable identity. They rely on identifiable models: Apple and its pioneer technologies, Ikea and its shopping environment, Dell and its customization offer, Decathlon and its positioning with reinforced own brands.

Do you think it’s only Marketing? Have a second thought and you’ll see that all of these companies are relying on a strong and highly flexible logistic organization. Marketing model pull/align Supply Chain models, Apple and its inventory focus, Ikea and its design to cost approach, Dell and its online BtoB platform, Decathlon and its vertically integrated strategy.

Supply Chain Management remains a myth as most of the companies are not even able to do this exercise of definition of their identity. They are not able to characterize a DNA, to create a vision around this DNA and to align every people within organization with this DNA.

Best of breed entities are on top, thanks to their ability to run this exercise, to align operational processes on strategic vision, and we can see all the positive effects it has on their Supply Chain Management approach.

L'importance de l'ADN pour créer sa vision autour
Managers: Light! Camera! Action!

Then converting a corporate identity into operational application is THE job of Supply Chain Manager. He has to define, to size and to implement the Processes, Flows and Resources needed to secure the feasibility and profitability of the strategy defined by top management. As a result, it requires a set of behaviors and skills pretty unique, bridging strategical and operational approaches.

Strategy ownership, ability to share a vision with teams, self-confidence and self-discipline are key elements giving form to behavior axis. It’s a complex cocktail needed to bring flexibility, reactivity and coordination within the organization.

Operational experience, knowledge of Management toolkit, and ability to define and roll out logistics Master Strategies are the basic skills needed for SC Managers. They are essential to structure the Supply Chain and focus operations on expected delivery (Quality / Cost / Lead Time).

Supply Chain Management remains a myth as most of the Managers acting are vision-less and stress-full for their team (stress resulting from a lack of confidence and discipline). They don’t have time to do their homework, logistics Master Strategies are rarely correctly defined. And their lack of vision is generating a lot of short term decisions based on local constraints and local results expected. Managers are firemen, constantly pulled in operational topics and unable to step back in order to find how to reach strategic targets through operational means put in place.

No one to blame here, Managers are suffering from two distinct problems:

  1. ​Incompatibility of initial formations with job market needs (regarding Supply Chain profiles);
  2. Lack of support developed by companies when they integrate/promote managers. Management has never been so theorized but, in parallel, Management components have never been so ignored.

​What is the consequence?

Say that you work in a warehouse or in transportation, say you handle order processing or inventory Management, everybody will have a rough idea about what you’re doing.

Say you are a Supply Chain Manager you’ll lose 80% of the audience including in your own company.

Nothing complex, it’s just time to go back to basics, time to work on the shared vision and time to align the organization, this is how Supply Chain will earn its stripes.