Mike Landry, chief technology officer and founder, Servigistics (www.servigistics.com), believes companies that outperform their competitors in the 21st century will use Strategic Service Management solutions to optimize and coordinate all of strategies, decision and activities for the services business and the solutions will do it in such a way that leads to recognizable ROI. For instance, companies that have used Landry's tools to manage service parts globally have seen such results as reduced service parts inventory from $250 million to $160 million.
Supply Chain Consulting
Shoshanah Cohen, director, Supply Chain Innovation Practice at PRTM (www.prtm.com), sees the 21st century supply chain as one that is increasingly global, challenged by heightened customer expectations, and the need to mitigate the environmental impact of supply chain activities. As such, her current focus is on helping companies master the challenges of getting the supply chain to respond to ever more complex customer requirements and variable demand patterns in a global environment, while maintaining standards of safety, quality and service and keeping profit margins high.
Gene Forte, president and CEO, Forte Industries (www.forte-industries.com), sees organizations' supply chains coming under unprecedented pressure from macroeconomic trends, and he asserts that "20th century supply chains" are not up to the challenges of globalization, demographic shifts and accelerating product lifecycles. Companies must take advantage of technologies that allow them to integrate the "information supply chain" with the "physical supply chain," ensuring the link between planning and execution, and removing delays and "blind spots" in the supply chain.
Daivd C. Healey, senior consultant, Plan4Demand Solutions (www.plan4demand.com), envisions a day-in-the-life of a 21st century supply chain professional as one of increased reliance on technology as efforts to shrink the supply chain are enhanced. The key, according to Healey, is a focus on people first. "When you focus on people first, processes and technology will follow," he says. Healey has conducted workshops and presentations and has lectured extensively on S&OP, systems implementations and technical aspects of SAP software. He has also authored numerous white papers and case studies.
Anand Iyer, i2 Fellow at i2 Technologies (www.i2.com), believes that the supply chain professional of the future needs radically different skills and will need to emphasize balance a balance of people, process, organization, cultures and technology to ensure efficient and socially responsible supply chains. "I believe that advances and innovations in supply chain can only be sustained when a new renaissance class of professionals emerge," he says, "professionals who have the training to appreciate and manage the complex dynamics of modern supply chains."
Anne M. Kohler, senior vice president and COO, The Mpower Group, Inc. (www.thempowergroup.com), has a vision for the 21st century in which all companies recognize that their strategic sourcing/supply chain function should be a competitive advantage. Kohler spends her time moving clients in this direction, recently taking her vision to companies in South Korea, Europe and even the Appalachians. She also assists these clients in choosing the appropriate technology and provides expertise in all aspects of organizational transformation.
Rakesh Mittal, COO and President, Corbus LLC (www.corbus.com), believes that in the 21st century business will be based purely based on speed, change and adaptability. Radically different systems and improved measurements will be required to understand a snapshot of business processes in order to conceptualize what is happening, where the problems are, and how to capitalize on opportunities. Mittal works to help clients with process and technology enablement, assisting them in the increased adoption of the latest technologies to improve their business processes.
Ashok Santhanam, president and CEO, Bristlecone (www.bcone.com), believes that companies must leverage their supply chain as a strategic tool to increase profit, improve efficiency and competitiveness. Better use of spend analysis to identify cost savings, the incorporation of industry-specific best practices and accelerated demand planning are necessary for companies to rise to what Santhanam sees as the three main challenges in today's marketplace: globalization, outsourcing and product proliferation.