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The Rise of the Supply Chain Advocate

In a complex supply chain, every player has its own agenda. It takes a Supply Chain Advocate with an independent, holistic view of the supply chain to find win-win solutions that reduce costs and improve efficiency.

By ·

In an ideal world, every trading partner in a supply chain pulls together to achieve the best balance between cost and service. Supply chains synchronized in this way are efficient, agile, and able to respond quickly to shifts in the market.

In the real world, such a high level of collaboration is difficult to achieve. Rather than perform together like a well-tuned orchestra, multiple trading partners often play their own tunes. They are more likely to pull in different tactical and strategic directions, impairing end-to-end visibility and coordination. The resulting lack of alignment and supply chain visibility creates costly inefficiencies and slows responses to the market.

Bringing these entities into line requires changes in behavior that comply with the supply chain’s overarching performance objectives. To get buy in, these changes must be orchestrated in a way that benefits each party in the value chain—otherwise there is little incentive to participate in the change management exercise.

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Third Party Risk: Too Close for Comfort
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By ·
Download Article PDF

In an ideal world, every trading partner in a supply chain pulls together to achieve the best balance between cost and service. Supply chains synchronized in this way are efficient, agile, and able to respond quickly to shifts in the market.

In the real world, such a high level of collaboration is difficult to achieve. Rather than perform together like a well-tuned orchestra, multiple trading partners often play their own tunes. They are more likely to pull in different tactical and strategic directions, impairing end-to-end visibility and coordination. The resulting lack of alignment and supply chain visibility creates costly inefficiencies and slows responses to the market.

Bringing these entities into line requires changes in behavior that comply with the supply chain’s overarching performance objectives. To get buy in, these changes must be orchestrated in a way that benefits each party in the value chain—otherwise there is little incentive to participate in the change management exercise.

SUBSCRIBERS: Click here to download PDF of the full article.

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SeptemberOctober2015 · All Topics
Latest Whitepaper
Third Party Risk: Too Close for Comfort
You’ve got a handle on many of the potential supply chain "disrupters" that can paralyze your business. But the real risk is embedded in areas you may have overlooked.
Download Today!
From the December 2017
This is a comprehensive guide to services, products and educational opportunities targeted specifically to supply chain professionals. As with years past, we’re also featuring several articles we trust will offer food for thought in your supply chain throughout the coming year.
Transportation Trends: The last mile, history repeating
Economic Outlook: A Complex and Uneven Scenario for Global Supply Chains
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