Supply chain networks and our ability to collaborate across them is becoming a critical core competency for successful supply chain operations. With more external parties and partners involved in helping us to deliver a positive customer experience through the supply chain, it’s critical that we evolve how we think about these parties, their impact on business success and how we consistently improve collaboration across them.
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.
When in 1921, Croydon Airport in London introduced it’s first Air Traffic Control Tower it did so to better manage what had become an increasingly complex operation to ensure the safety and lives of all pilots and passengers on incoming and outgoing flights. While it started as pure visual observation over time we’ve seen every airport leverage technology based observation in addition to visual in order to measure and ensure our flights arrive on time and in full.
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.