What can be the "next big thing" in supply chain management?
What can be the "next big thing" in supply chain management?
What can be the "next big thing" in supply chain management? Will it be technology-related (eg. new innovations, new IT solutions etc.) or more market-related (eg. changes in consumers demands and expectations forcing companies to adapt)?
Are there any major differences in the SCM developments in different parts of the world? Eg. are European supply chains significantly different from American on Asian supply chains? Will it change in the future? Can we say that any part of the globe is developing faster than the others in terms of SCM maturity?
How do you see the position and role of SCM in the future organizations?
Przemek Pietak
Senior Consultant, Roland Berger
Warsaw, Poland
My Response
Variations of your question has been posed over the past few months on this as well as other social networks.
From a general perspective, I will share my response to one such question which centered on which supply chain technologies would be around in 5 to 10 years, and which would become a distant memory (think CPM here).
But before doing that, I would like to direct you to two articles I wrote in which I took a more globalized view of the emerging supply chain practice of the future. Titled Public Sector Procurement Practice and the Principles of External Economies, Clustering and the Global Value Chain, and the second The FOSS(ilization) of the supply chain: The risks of a strategy centered on Free and Open Source Software (both articles are available through this site as well as through the author), will add a unique dimension to your prognostication undertaking.
That said and without further delay, here is the answer I had alluded to earlier:
There are multiple elements to your question but inevitably technology is largely irrelevant if the viability of the models upon which they are built is not sustainable.
In the realm of supply chain systems for example, Forrester's Navi Radjou linked the lack of flexibility with traditional methodologies to the inherent problems of enterprise-centric applications from vendors such as Oracle. The specific problem is that batch-based supply-chain tools “can’t support swift resolution of supply chain glitches.” The reason he gave is that “these apps need time to collect and synthesize data from multiple sources – even those unaffected by the exception at hand.”
Radjou’s conclusion that unlike “static, linear supply networks, the emergence of “adaptive supply networks” which will be powered by multi-partner processes that are event driven, real-world aware and self-regulating” coincides with a number of my preliminary findings.
In numerous articles, and white papers, I referred to the meta-enterprise application which can create “on-the-go” real-world metrics that can be reliably incorporated into all purchasing decisions on a real-time basis to the benefit of all stakeholders.
It is important not to confuse this with the widely touted Service Oriented Architectures (SOA) promoted by industry heavyweights such as Oracle (Project Fusion) and SAP (Safe Passage). The SOA promise is but a shadow of the real-time capabilities associated with the dynamically synchronized meta-enterprise application.
For a more detailed overview of the Metaprise concept, refer to Part 7 of my 7 Part Dangerous Supply Chain Myths series.
If you would like to drill down even further into the actual differences between the various development models, I have also included a link to an article titled Similarity Heuristics, Iterative Methodologies and the Emergence of the Modern Supply Chain,as well as an excerpt from my newly released white paper, Time Series Analysis, Bayesian Inference and the Development of a Dynamic Supply Chain.
Even though I am referencing supply chains specifically, the same principles apply to all areas of development which is, the model ultimately determines the on-going viability of any technology. Using these as guidelines, you will be able to identify the "dinosaurs" from the rising future stars.
What can be the next big thing in supply chain management - To learn more about this author, visit Jon Hansen's Website.
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Network Member Question
What can be the "next big thing" in supply chain management? Will it be technology-related (eg. new innovations, new IT solutions etc.) or more market-related (eg. changes in consumers demands and expectations forcing companies to adapt)?
Are there any major differences in the SCM developments in different parts of the world? Eg. are European supply chains significantly different from American on Asian supply chains? Will it change in the future? Can we say that any part of the globe is developing faster than the others in terms of SCM maturity?
How do you see the position and role of SCM in the future organizations?
Przemek Pietak
Senior Consultant, Roland Berger
Warsaw, Poland
My Response
Variations of your question has been posed over the past few months on this as well as other social networks.
From a general perspective, I will share my response to one such question which centered on which supply chain technologies would be around in 5 to 10 years, and which would become a distant memory (think CPM here).
But before doing that, I would like to direct you to two articles I wrote in which I took a more globalized view of the emerging supply chain practice of the future. Titled Public Sector Procurement Practice and the Principles of External Economies, Clustering and the Global Value Chain, and the second The FOSS(ilization) of the supply chain: The risks of a strategy centered on Free and Open Source Software (both articles are available through this site as well as through the author), will add a unique dimension to your prognostication undertaking.
That said and without further delay, here is the answer I had alluded to earlier:
There are multiple elements to your question but inevitably technology is largely irrelevant if the viability of the models upon which they are built is not sustainable.
In the realm of supply chain systems for example, Forrester's Navi Radjou linked the lack of flexibility with traditional methodologies to the inherent problems of enterprise-centric applications from vendors such as Oracle. The specific problem is that batch-based supply-chain tools “can’t support swift resolution of supply chain glitches.” The reason he gave is that “these apps need time to collect and synthesize data from multiple sources – even those unaffected by the exception at hand.”
Radjou’s conclusion that unlike “static, linear supply networks, the emergence of “adaptive supply networks” which will be powered by multi-partner processes that are event driven, real-world aware and self-regulating” coincides with a number of my preliminary findings.
In numerous articles, and white papers, I referred to the meta-enterprise application which can create “on-the-go” real-world metrics that can be reliably incorporated into all purchasing decisions on a real-time basis to the benefit of all stakeholders.
It is important not to confuse this with the widely touted Service Oriented Architectures (SOA) promoted by industry heavyweights such as Oracle (Project Fusion) and SAP (Safe Passage). The SOA promise is but a shadow of the real-time capabilities associated with the dynamically synchronized meta-enterprise application.
For a more detailed overview of the Metaprise concept, refer to Part 7 of my 7 Part Dangerous Supply Chain Myths series.
If you would like to drill down even further into the actual differences between the various development models, I have also included a link to an article titled Similarity Heuristics, Iterative Methodologies and the Emergence of the Modern Supply Chain,as well as an excerpt from my newly released white paper, Time Series Analysis, Bayesian Inference and the Development of a Dynamic Supply Chain.
Even though I am referencing supply chains specifically, the same principles apply to all areas of development which is, the model ultimately determines the on-going viability of any technology. Using these as guidelines, you will be able to identify the "dinosaurs" from the rising future stars.
What can be the next big thing in supply chain management - To learn more about this author, visit Jon Hansen's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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