Jumat, April 12, 2024

The coordination of the supply chain goes from theory to practical example

The board of directors and the directors will not be timely protected from the disruption of the supply chain by them depending on whether the stocks are sufficient. This awareness is evident in the growing importance executives now place on revenue assurance models and supply chain orchestration. While the theory of supply chain orchestration has been debated for years, new developments allow companies to activate these agility and resiliency capabilities relatively quickly.

Management increasingly sees major supply chain disruptions as a strategic risk. In response, more and more CEOs and CFOs are leading risk teams in particular, which need to be mitigated.Companies that do this work are better positioned than their competitors to respond to today’s disruptions and, just as important, to attract and retain customers with increasingly high expectations.

Until recently, the cost-based approach to supply chain management remained unchanged for decades. The problem arose before the recent pandemic and war disruptions, which undoubtedly exposed the weaknesses of the traditional supply chain management model. On the other hand, customer base patterns have changed frequently and globally over the same period.

Widespread, long-term underinvestment in innovation has led to supply chain models that are too focused on past performance, based on insufficient data, have too rigid logistics networks and do not foster trust among trading partners.Supply chain data resides in dozens of systems and applications including purchasing, ERP, order management, warehouse management, transportation management and more. The troublesome combination of too many serialized systems and processes requires too much manual transmission between separate applications to execute a single command, and even more human intervention to determine where a part or product is in real time. This is a recipe for too many potential sources of error.

As these setbacks manifested themselves over the past two years, many companies responded by reclaiming excess inventory and hiring more staff to perform more phone calls, emails, text messages, inventory cleans, and other manual interventions due to system outages and data management. Both patches are bandages at best; Neither approach is sustainable given persistently high interest rates and slow growth.

Popular Doctors

Related Articles