Applying Flow Principles to Collaboration

In the era of the virtual enterprise, collaboration is supply chain management


To improve supply chain performance focus on improving flow. At a macro level, managing the supply chain is about managing three flows: material, information and money.

One of most important contributions to the management of flow is Goldratt's Theory of Constraints. The application of the theory is summarized in three simple steps: (1) understand the system, (2) identify the constraints and (3) eliminate the constraints. The central tenet of Goldratt's assertion is that eliminating a constrained resource will result in a global improvement in the system. In contrast, improvements made to a non-constrained resource may yield a local benefit but will have no effect on global performance.

Goldratt's theory helps highlight two fundamental points that are relevant to supply chain collaboration: First, as the vertically-integrated enterprise evolves to a virtual network of enterprises, the system (supply chain) is no longer bounded by the "four walls of the enterprise." Any meaningful effort to improve flow must now consider the extended supply chain, which is the new system boundary.

Second, if the constraints (opportunities to improve flow) shift to outside the four walls of the enterprise, then collaboration becomes paramount due to the absence of centralized control.

This is clearly the case in the high-tech industry, which has likely seen the most fragmentation of the vertically-integrated enterprise. Today, with much of the end-to-end supply chain outside the direct control of any single enterprise, the management philosophy of the supply chain has to be collaborative.

Understanding Collaboration: What has changed?

The original goal of supply chain management was to synchronize purchasing, manufacturing, distribution and demand management operations — and the office of the supply chain executive was empowered to bring about alignment with the agenda of the CEO. Having direct control of all functional areas within the vertically-integrated enterprise allowed coordination to be driven from the top-down, as shown in Figure 1.

What is different? However, when the vertically integrated enterprise begins to fragment, the immediate impact is a loss of direct control over all functions. While the goal remains the same, each partner has its own agenda and coordination is not possible without the alignment of multiple CEO agendas. And that is by far the biggest challenge in a multi-enterprise setting.

Us versus them. The shift from vertical to virtual is a structural change, and many companies are still defining their roles in the new business model. Given the prevailing "us versus them" mindset, alignment is often achieved incrementally (as shown in Figure 2), building trust and interdependency at each of the following levels:

  • Operational: Collaboration consists of a minimum level of coordination and visibility between companies. The relationship is best described as opportunistic, with very limited process and strategy alignment between companies.
  • Tactical: There is a basic level of trust and a desire to create a win-win relationship where partners work together to create value through shared processes with an expanded scope.
  • Strategic: This represents the highest level of collaboration where companies create value through alignment of long-term business strategy. Reporting structures may resemble a matrix, and organizational boundaries are often blurred with teams working together to achieve the joint business objectives.

Collaboration Case Study: Improving supply chain flows

While the spirit of collaboration is about working together on common objectives, the desire often starts with a selfish motive, since changing any status quo comes at a cost. Thus, the performance objective at the operational level is typically driven by the partner with greater leverage in the relationship, e.g. "If you want to do business with me, you need to do this at a minimum." And minimum is what one can expect from partners if the benefits are truly one-sided. However, for collaboration to evolve beyond the operational stage, one must recognize that it also requires mutual sharing of risk and rewards.

This content continues onto the next page...
  • Enhance Your Experience.

    When you register for SDCExec.com you stay connected to the pulse of the industry by signing up for topic-based e-newsletters and information. Registering also allows you to quickly comment on content and request more infomation.

Already have an account? Click here to Log in.

Enhance Your Experience.

When you register for SDCExec.com you stay connected to the pulse of the industry by signing up for topic-based e-newsletters and information. Registering also allows you to quickly comment on content and request more infomation.

OR

Complete the registration form.

Required
Required
Required
Required
Required
Required
Required
Required
Required
Required
Required