Welcome to Edition 12 of Operations.Insights, where operations management meets insight.
“Life is what happens to you while you’re busy making other plans.” John Lennon popularized the quote in his lullaby to his son “Beautiful Boy (Darling Boy).” But looking back at the past months and years, the same could be said about supply chain management. The seemingly never-ending pandemic with blocked ports, limited availabilities of vessels, trade disputes, geopolitical events and, of course, ever-more demanding customers are creating a perfect storm of disruptions and uncertainty for supply chain managers. We continue to experience shortages, even in private sectors. On the one hand, it shows how dependent we are on interconnected, well-running supply chains. On the other hand, it demonstrates that well-planned and managed supply chains are a key differentiator for companies and are vital to survive the current turmoil. Fortunately, global supply chains are not helpless in the face of disruptions and uncertainty. New and maturing technologies, as well as modern operating and leadership models, can help to navigate through the storm. We believe supply chain managers need to meet the challenge head-on and see this situation as the often-cited challenge that may well present an opportunity when handled correctly. For that, supply chain managers must be the driving force of corporate adaption or, in other words, be(come) the “pacemakers” of their corporation’s transformation roadmap.
In this 12th edition of Operations.Insights, we share our thinking and best practices on how supply chain managers can drive corporate change and set the pace of transformation. We begin by continuing our story from the 11th Operations.Insights edition on the new supply chain due diligence act in Germany (the “Lieferkettensorgfaltspflichtengesetz”), and how you can use the remaining time to not only be compliant but also drive positive change for your corporation and communities worldwide.
Next, we share our take on best practices for corporate transformations — why they should come from the heart, and what they have in common with raising a child. Then, we outline how to master the digital readiness of your supply chain by focusing on a solid data foundation.
We also look back to the 90s, when Accenture (back then Andersen Consulting) coined the phrase 4PL. As we see 4PLs enjoying a rising importance in supply chain transformations, we talk about our view on their future role in modern supply chain eco systems. If you have always been interested in the concept of “no-risk-more-fun,” our article on how to upskill your third-party risk management capabilities may be your highlight of this Operations.Insights edition.
Afterward, we will share a client’s story from data to value to become a forward-looking organization by adopting an end-to-end analytics approach across the entire value chain. Last but not least, we spotlight the automotive industry, which has been affected by megatrends and disruptions like few others, and show how a transformation can be designed by putting the customer at the center.
I wish you an insightful read. As always, we look forward to getting your feedback and discussing the challenges you face within the domains of supply chain, operations and sustainability.