Global Supply Chain — Changing Landscape
Globalization is unstoppable. Regardless of geography, industry focus, size or revenues, companies in the developed world and in developing countries are globalizing to gain new customers and access new markets. According to the ninth-annual global CEO survey done by Pricewaterhousecoopers in 2005, globalization and complexity emerged as the two most powerful and inevitable forces (1). Globalization has created a massive increase in the complexity of supply chains. Companies are vigorously revisiting their supply chain strategies to achieve the desired business objectives. In this article we will discuss the direct cause and effect relationship that complexity has added to the supply chains.
Figure 1: Forces impacting SCM landscape
Transformation to a Flat Supply Chain — Addition of New Chains
Traditionally, supply chains have been linear with companies struggling to integrate internal processes with those of partners and suppliers. The priority is now shifting to how supply chains can be aligned to the changing business dynamics. Supply chains are being flattened as companies source from emerging economies on one hand and seek revenue growth in unchartered international markets on the other.
Let's understand the phenomenon of flat supply chains from a simple example: Traditionally, companies have focused on lean manufacturing, just-in-time (JIT) deliveries, minimal batches and shorter lead times. The strategic intent has always been to move manufacturing and the supply base closer to the customer. But, flat supply chains do not follow this pattern. As businesses spread their core operations across the globe, supply chains are elongated, with customers and manufacturing locations moving in opposite directions. To worsen the matter, supply chains become complex as more players, such as suppliers, distributors, retailers, port operators, custom brokers, logistics service providers, and carrier and forwarding agents, are added.
Flat Supply Chain — The Key Attributes
Following are some of the typical characteristics of a flat supply chain:
- Increased supply chain length:
- New dimension to flexibility:
Figure 2: Transformation from "Traditional" to "Flat" supply chain
- Supply chain risk:
- Availability, cost and quality of labor
- Regulatory concerns
- Reliability of suppliers
Companies are supposed to build capability to mitigate these risks well in time, to achieve the desired business benefits.
- Information is money:
- Higher Interdependence:
Is Visibility an Operational Challenge or an Opportunity to Differentiate?
As companies move from internal manufacturing (i.e. controlled by internal teams) to outsourced manufacturing they are faced with a new set of supply chain constraints and trade-offs. As supply chains elongate, the physical movement of goods in the supply chain increases manifold. The situation is worsened in a reverse supply chain scenario where the goods are returned from the customer and sent back to the right supplier, which could be located on a different continent. Consider a simple example where the supply lead times are stretched due to sourcing from a different continent. Obviously, companies would respond to this by building safety stocks in the system, thereby blocking its working capital. This is one simple instance of challenges that can crop up due to supply chains becoming flat.
There are many critical challenges a company faces while transforming itself to a flat supply chain. In addition to process-specific challenges there are few issues such as supply chain cost, quality and compliance that cut across the entire spectrum of the value chain.
There is no one simple solution to all these problems. There are many ways that companies try to respond to these challenges, such as adopting certain set of best practices to achieve the desired performance. Managing supply chain information is also a way out. No matter what, though, supply chain visibility is emerging as a critical differentiator for companies to stay ahead of competition.
According to Aberdeen's June 2006 study benchmarking more than 150 manufacturers and retailers, almost 79 percent of companies reported that their top concern is the continued lack of supply chain visibility due to manually-driven processes. Approximately 77 percent of the companies put supply chain visibility as their top technology investment priority over the next 24 months (4). The second highest concern was the uncoordinated nature of global supply chain processes across all the parties involved.
Below is an example of a European pharmaceutical company adopting visibility technology that resulted in cost reduction and boosted sales (4).
We believe that companies should manage supply chain visibility in the following manner, as described in the process-technology-organization framework.
"What to Do" — The Process Angle
The process piece of the framework guides the business users and advises what needs to be done to improve supply chain visibility, thereby overcoming some of the stated challenges. The critical ones are described below:
- Effective deployment of Sales & Operational Planning (S&OP) Processes — Conduct fortnightly/monthly S&OP meetings: As companies mature in a flat supply chain, an effective and a successful S&OP process provides a forum to bring right and timely information in front of all the stakeholders. It is a very integral component in building transparency and trust in the system. The ideal scenario would be to conduct S&OP meetings as frequent as possible to align it with the market dynamics, thereby capturing the latest information in the system and taking suitable actions.
- Review inventory turns internally and externally:
- Alerts and exception management:
- Align supply chain metrics with business goals:
ConsumerCo, a $1 billion manufacturer of household goods, had issues with low demand forecast accuracy, below-par perfect order fulfillment capability,and high inventories (5). By adopting the DDSN metrics hierarchy it was able to target the critical issues through a root-cause analysis. Poor demand visibility was the main cause for all these problems. So, with proper alignment of metrics, ConsumerCo reduced cost and improved service at the same time.
"How to Do" — The Technology and Organization Angle:
Technology will play a pivotal role in providing visibility in flat supply chains. The business cannot be supported by a rudimentary way of capturing information.
It needs to look toward an extended enterprise application systems and standardize processes to have a single source of data. Companies can also look for specific business solution applications for immediate and low-cost benefits such as inventory optimization tools, business intelligence tools and master data management.
One of the leading fashion retailers demonstrates the capability to use technology for competitive advantage (i.e. reduced time-to-market at less cost). The company spends heavily on sophisticated technology such as PDAs for all its store managers to monitor customer preferences that are sent to a central planning office. This has resulted in reduced execution time, allowing it to postpone design decisions to incorporate feedback from its stores. It has also helped in adapting to new designs when unforeseen events occur.
With growing complexity and variety in IT systems that are deployed across the supply chain, companies are adopting service-oriented architecture (SOA) to achieve flexible collaboration at a lower cost. According to the survey of almost 300 line-of-business executives done by Aberdeen Group in September 2005, more than 60 percent of companies with annual revenues of more than $1 billion either have or are in the process of standardization on common platforms for supply chain management. It also shows that 63 percent of all the responding companies have SOA projects underway, while almost 80 percent of large companies (revenues more than $1 billion) do (6).
Moving on to the soft, intangible side of managing visibility in a flat supply chain is about organizational structure, change and resistance.
An AMR research study of over 300 North American companies conducted in Q4 2005 showed that approximately 37 percent of companies have experience with a distinct supply chain organization structures for two or more years. Also, 44 percent of companies heads of supply chain report to a C-level officer who is a chief operating officer (COO) in most of the cases, and they seldom have a direct reporting responsibility to the CEO (7).
As an organizational restructuring exercise, we propose that companies have a separate Global Supply Chain function that reports to the business head, acting as an interface between the supply and demand organization. This function should own the responsibility of S&OP processes and aligning operational plans with the business objectives. Any such organizational restructuring would result in some sort of change and resistance within, but with proper top management support and communication, the results should outweigh the chaos that exists during the transitioning period.
It will impart suitable process training to all the business users whenever a new process or technology is deployed or upgraded. It will also result in an effective and impartial flow of information within and outside the four walls of the organization, thereby building trust and transparency in the system.
Change management is a very essential component because new processes and technology need a buy-in from the various business users and demands skill upgrading.
With the above framework in place, organizations can overcome the challenges of managing visibility and create an opportunity to differentiate and excel.
While the challenges in a flat supply chain are obvious and many in number, companies can adopt the suggested framework to manage their visibility in a flat supply chain to a great extent and observe obvious improvements in business processes. It is basically a combination of process and organizational initiatives enabled by correct technology application.
Yet, the improvements will be neither automatic nor immediate. Managing the supply chain in this new world requires perseverance. Companies need to continuously work on it as an ongoing effort to achieve excellence in a flat supply chain.
1. Pricewaterhousecoopers (2006) ‘9th Annual Global CEO Survey-Globalisation and Complexity-Inevitable Forces in a Changing Economy', www.pwc.com.
2. Hillman, M. and Hochman, S. (2007) ‘Supply chain technology landscape has radically changed for everyone', Global Logistics & Supply Chain Strategies ‘07, January.
3. Muthukrishnan, R. and Shulman, J.A. (2006) ‘Understanding supply chain risk: A McKinsey Global Survey', The McKinsey Quarterly ‘06.
4. Enslow, B. (2007) ‘Global supply chain excellence: New best practices to master', Global Logistics & Supply Chain Strategies ‘07, January.
5. Hofman, D. ‘Achieving supply chain excellence', Ascet — Vision.
6. Manhattan Associates (2006) ‘The Service Oriented Architecture in the Supply Chain — Benchmark report', www.manh.com.
7. Cecere, L., O'Brien, D. and Martin R. (2006) ‘Three factors to improve success in supply chain organisations', AMR Research report ‘06, February.
8. Friedman, T. ‘The World is Flat'.
About the Authors: Aatish Goel has over seven years of industry experience in the Supply Chain function and is currently working as Manufacturing and Supply Chain Consultant in Domain Competency Group in Infosys Technologies Limited. He holds a Bachelor's Degree in Mechanical Engineering and MBA from NITIE majoring in Supply Chain management. He is a CPIM and has been trained on the Motorola University Six Sigma Green Belt Certification.
Murali Krishnan Sundararajan has over eight years of industry experience in the Supply Chain function and consulting and is currently working as Manufacturing and Supply Chain Business Analyst in Domain Competency Group in Infosys Technologies Limited. He holds a Bachelor's Degree in Chemical Engineering and Operations Management and has been trained on the Motorola University Six Sigma Green Belt Certification.