Operations: Why “dynamic” is as crucial as “efficient”

Corporate Agility | Operations: Why “dynamic” is as crucial as “efficient”


October 2012

Global operations are all well and good in stable times, when just-in-time makes all the sense in the world. But unexpected changes like commodity price gyrations or natural disasters are rather good at highlighting the hidden constraints and vulnerabilities within many companies’ operations.

Suffice it to say that supply chains—and, to some extent, manufacturing operations—are not as dynamic as they need to be. And by its very nature, supply chain integration means that a supply chain can be only as good as its weakest link.

Now, in this period of permanent volatility, many executives are questioning whether things have gone too far. Fully 70 percent of executives who responded to a recent Accenture survey said they were dissatisfied with their organizations’ ability to predict future performance amid today’s market volatility. And more than 80 percent expressed deep concern about the resilience of their supply chain.

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In this podcast, the authors explain that in the drive to lower costs, organizations have actually made themselves less agile and dynamic; and explore how companies can renew their dynamism by developing the ability to sense the market, capture insight and make decisions accordingly.

 

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Operations: Why “dynamic” is as crucial as “efficient” | Accenture Outlook 
Global operations are well and good in stable times, when just-in-time makes all the sense in the world. But unexpected changes can highlight hidden constraints and vulnerabilities.
operations, corporate agility
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