People, process, technology. Which is more important to supply chain success?

The answer is that there is no single answer. Sure, you can't do anything without the right people in place. But if you don't have the right enabling tools and the right organizational processes as well, the best people in the world will still come up short.

Basically, we're talking about performing a balancing act among these three core elements. The articles in this issue can help you understand that task and stay on your feet.

From the technology standpoint, the biggest initial challenge is to evaluate the solutions available within the context of your needs and then make the selection that best responds to those needs. Author and technology expert David Taylor lays out a framework to help supply chain professionals do just that. By following Taylor's approach, users can identify the main categories of supply chain software, understand how they interact, and then make the buying decision that's right for their particular situation.

A big part of the technology picture going forward is sure to be radio-frequency identification (RFID). With the likes of Wal-Mart and the Department of Defense driving adoption of the technology, it's really not a question of whether RFID is in your supply chain future, but when. The article titled "A Practical Look at RFID" outlines the realistic opportunities that RFID can be expected to deliver in the not-too-distant future.

The right processes need to be firmly in place before any technology such as RFID can be implemented successfully. That's particularly true with the service supply chain, which includes all of those activities associated with after-sales support. PRTM consultants Dirk de Waart and Steve Kemper describe the major hurdles that need to be overcome to set the stage for process improvement in this part of the supply chain. They then set forth a five-step plan leading to a supply chain that fully supports the service commitment while lowering operating costs.

With the right technology and the right processes in place, the people can really shine. That's clear from Richard O'Connor's report on the secrets of the supply chain complexity masters and the piece on demand collaboration by Colleen Crum and George Palmatier of Oliver Wight Americas. Not surprisingly, the companies that did the best job of mastering complexity and collaborating on demand were guided by the best leaders.

Determining how much time and effort should be devoted respectively to people, process, and technology is no simple task. But as the articles in this issue suggest, it's a necessary undertaking to achieve any measure of supply chain success. That effort should move forward in a balanced fashion with all three elements complementary and mutually supportive.

617-558-4569 fquinn@reedbusiness.com