Nov
21
Providing outsourcers better supply chain visibility can drive performance
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One of the main attributes of OEM’s is that they regularly surpass the performance of typical outsourcing providers. With companies making increasing use of outsourcing to improve financial performance, overcoming the challenges of working with outsourcers, and erratic support capabilities is a key critical success factor. Indeed when considering outsourcing activities, especially manufacturing tasks OEM’s must continuously consider customer needs and the effect of product introductions which can be difficult to translate for 3rd parties.
In developing capabilities that meet the agility and response requirements— business processes that help organizations successfully control changes whilst providing the adequate supply chain visibility within their outsourcing activity—is the answer.
It could be argued that OEMs are the only ones with significant visibility of their total supply chain and are thus able to ensure its smooth operation. Replicating this with an outsourcing solution can be an overwhelming activity with complex issues such as the sheer volume of parts that need to be coordinated. Where the demand profile is erratic (with significant peaks and troughs) this can further influence results with issues such as neglected shipments, excess inventory (to buffer service levels), little factory production and increased cost of materials
Developing response management processes that offer visibility throughout the complete supplier network, providing manufacturers tools to foresee problems and carry out real-time scenario based (what if) reviews and be more engaged with the supply chain and the organizations requirements. This can help eradicate the many challenges faced with outsourcing enabling OEM’s to:
* Monitor inventory through close attention to lead times and changing demand.
* Make sure there is ample, well-timed material coverage within supplier network that encourages a reactive organization that can quickly respond to issues
* Enhance the management of product lifecycles through better collaboration and scenario based evaluation
* Better deploy cost reduction activities through introducing lower-priced materials by correctly monitoring and live stores data and planned production.
The key challenge remains that any outsourcing activity that includes supply chain requires close system based collaboration that provides appropriate visibility. Where needs are evolving (which is typically the case with New Product Introduction) – organizations must ensure a degree of agility and responsiveness is embedded within the outsourcer. This requires the development and management of key business processes coupled with a suitable (and trusting) relationship with the OEM.
Nov
18
Developing lean supply chains
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All businesses want a supply chain that is efficient with streamlined processes that consistently deliver against requirements. Processes that methodically abolish waste and non-value added activities can be a key strategic advantage supporting competiveness and increasing the contribution to the customer.
Every step of the supply chain can contain some type of waste (contributing either excess lead time or material). Activities that fail to contribute to the delivery of services and/or goods for the customer are seen as wasteful and fail to add value to products and cost companies money. Despite this however many companies fail to address this issue incorrectly associating lean principles (or ones that focus on value) as being not for them or too closely associated with manufacturing to deliver benefits outside of that particular sphere.
Whilst lean tools and methods are more common in manufacturing it is incorrect to think that they can can’t be applied to more traditional processes which includes the entire supply chain including the retail, wholesale, and distribution elements.
But what are the steps to implementing lean?
Supply chains driven by stable and consistent demand excel. Demand driven means requirement and consequentially how much inventory the system contains, how frequently it is replenished and what it consists of is in essence defined by the customer. The alternative is processes and buying practices that are often driven more by the supplier network than the buying organization (Inflexible MoQ’s, EoQ’s coupled with lengthy lead-times).
Detailed knowledge of the demand profile can help provide leverage with suppliers (consolidation) and can facilitate a leaner supply chain that is pro-active and not reactionary delivering key value with optimized inventory levels (to meet demand) a structured supplier network (you know what you want when you want it) with sufficient leadtimes (batch sizes are played off against leadtimes to meet the stable demand signal.)
However in reality this can be troublesome to deliver given the other aspects at play. Lean supply chains also require management and customer commitment to stability, clarity of information and risk. However given these issues supply chain professionals can still endeavor to reduce wasteful processes and policies from their organization.
What Contributes to a lean supply chain?
• Awareness of the ‘total’ supply chain. Assess and plan the whole process from customer demand signal to fulfillment. Understand the complexities and inter-dependencies throughout your numerous suppliers, distribution centers and the end customers. Know the waste within your value stream and develop plans to tackle it.
• Utilizing data to drive improvements – don’t just have metrics for the sake of metrics – use your KPI’s to help uncover issues that need addressing. Realize that poor management information can lead to waste.
• Understand your risks. Every supply chain has risks that if realized can have a negative impact on performance however, many of these can be averted.
• Management buy in – clear and robust backing from your management to support the delivery of efficiency and improvement projects
• Organization – People are a critical success factor and they can make or break proposed changes. Employees need to be involved in the lean program requirements as well as suppliers, service providers in designing improvements and management.
• Supplier relationship management. You can always cut costs through fire and forget sourcing. By collaborating with suppliers for ongoing improvement can deliver savings in raw materials, logistics and fabrication. Benefits can also be delivered enhanced focus on performance and relationship management.
Companies will continue to place pressure on their supply chain to deliver greater levels of value and performance. Finding the correct balance between efficiency and flexibility can be challenging but simply signing up to business models that are inefficient, error prone and high cost is not the answer.