Wednesday, July 01, 2015
Posted on 07/01 at 01:37 PM
Supply chain quality doesn’t happen by accident. It is an ongoing process that requires a comprehensive plan that is intertwined with manufacturing processes and becomes part of an organization’s culture. Research from ASQ (American Society for Quality) and the U.S. Baldrige Performance Excellence Program offer steps any organization can follow to improve
the performance and quality of its supply chain.
Supply chain leaders frequently deal with an executive team that lacks both knowledge and interest in supply chain management. Yet, the supply chain community all too often struggles to communicate the value it provides. To get the required executive support, SCM needs to be better positioned in the firm. Here is a framework that provides guidance on how to bring supply chain management to the Board agenda.
Posted on 07/01 at 11:14 AM
Magazine Archive •
If businesses are to resolve their supply chain talent shortages, the supply chain profession has an obligation and an opportunity to develop its members in ways that go well beyond technical proficiency. Specifically, supply chain leaders must find ways to build soft skills in their current employees—skills such as clear communication and emotional intelligence that will help improve job performance and deepen employee engagement. Here are five soft skills that matter.
APQC’s research indicates a dynamic leadership style can help close leadership skills gaps among employees.
The talent squeeze is real. The number of jobs is expected to grow by more than 20 percent by 2022 while Baby Boomer retirement continues to deplete the ranks of experienced supply chain professionals. Some observers believe the demand for supply chain professionals might now exceed supply by a six-to-one ratio. But the picture is brighter than it might appear. One ray of hope: The efforts of business and academic leaders to attract and develop potential supply chain leaders.
Based on a recent Gatepoint Research survey of executives from a number of sectors, including manufacturing, retail, and telecommunications, there's a paradox in the industry. In spite of an increased interest in inventory programs that aim to reduce costs and improve customer service levels, companies are facing challenges in establishing their own vendor managed inventory (VMI) programs.
Posted on 07/01 at 10:33 AM
White Paper •
Optimization and synchronization from end-to-end among value chain partners may one day make a zero-inventory value chain a reality.
Shrinking labor cost gap, lower turnover rates, and proximity to customers and headquarters are among the factors driving companies to consider “second tier” U.S. locations.
Posted on 07/01 at 10:19 AM
Magazine Archive •