Because so much of the modern supply stream consists of disparate production networks, complex partnerships, and markets and customer pools spread out across the globe, the ability to coordinate the people, processes, and products critical to effective Supply Chain management is key in such a variant-rich industry.
New technologies as Digital Disruption, Big Data Analytics, Digital Supply Chain, IoT, Cloud Computing, Advanced Robotics, Machine Learning, 3D Printing, Drones or Self- guided vehicles, Sharing Economy - have grown substantially these past years. However, technology gap is something we have to deal with, and the sooner the better as many companies have no technology to support their Supply Chain or it is far from ideal. How do we do a significant change?
Leading organisations are moving forward to delivering exactly what the masses of the world want, when and where they want it. The future of Planning is Synchronicity – cooperation or power equally held - it is the innovative approach of thinking in how the manufacturing industries are moving to better utilise the expertise of others. With Synchronal Planning capabilities you expand your efficiency frontiers immediately; more people are involved in the decision-making process, it is a more democratised network, more connected, allows co-worker to be more aware of the activities of the whole network and somehow, a better distribution of actions in the planning of our Supply Chain is achieved. This change depends on the technology greatly but also on the desire for changing the way Planning is done.
Synchronal Planning bridges functional silos and connects all nodes in the Supply Chain. However, the implementation of new systems will guide existing workers into the new direction. It is, however, very clear that there often is a need to hire experienced workers. Also, the introduction of integrated supply chains often means the participation of financial experts to guide trading partners that work together in projects to optimise the entire Supply Chain by investing in one company and getting the benefits in another company (mostly the customer).
This kind of comprehensive and connected view across your global supply network has become a prerequisite to success. Democratised decision-making, perpetual collaboration, content decision implies that everybody has a hand in the process. With Synchronal Planning you will be able to achieve the following, all from within a single system:
Synchronised demand, supply, product, capacity and inventory management.
Continuous orchestration of business activities and coordinated course corrections that optimise overall corporate performance and profitability.
Active monitoring of current and projected business results.
Rapid “what-if” analysis and scenario comparison to evaluate alternatives and impacts across multiple functions.
It allows you to holistically manage multiple Supply Chain functions within the same system, improving cross-functional coordination and faster, more effective decision-making.
Transparency of materials supply, flow, and inventories.
The agile orchestration of production networks.
Real-time communication about product information.
INTERNAL ORGANISATION MUST DEMONSTRATE A NEW CULTURE
Synchronal Planning allows you to holistically manage multiple Supply Chain functions within the same system, improving cross-functional coordination and faster, more effective decision-making.
Perhaps the most important component of a Synchronal Supply Chain strategy is helping people adapt to new operating realities of cross-supply chain partner collaboration. The need for trust in other individuals who work in the company means to work effectively - the implications of this for the design of roles within the workgroup - ensuring that they have the right attributes for trustworthiness. This provides a link between these principles and business needs that are not often present in discussions of role design.
All of the initiatives mentioned for Supply Chain synchronisation require some level of relationship building. This human factor can be most challenging of all the requirements. First, the CEO’s of trading partners that work together must fully support the strategy of Supply Chain integration; the complexity involved in true Supply-chain partnerships, the difficulty of establishing genuine trust among potential partners and the acceptance of new improvement concepts is accelerated by well-prepared and well-managed pilot projects. It is necessary for long-term success and for “projects to change into process”, to clearly define goals.
Core capability teams (consisting of supply chain partner company professionals) must be focused on Synchronal Supply Chain activities (for example, integrated supply/demand planning from the consumer back to suppliers), which synchronise activities across the Supply Chain. Finally, the journey to success must be clearly understood and articulated by senior executives charged with making integration and synchronisation happen. A strategy must be an integral part of a new “cross Supply Chain Culture”, shared by all partners. Lack of common values, behaviours and beliefs will endanger the entire journey.
Supply Chain Planning practice helps you effectively manage and synchronise customer demand, supply chain assets, and working capital to drive and deliver improvements in customer service levels, Supply Chain costs, and working capital.
Action plan to help you establish Synchronal Planning in your supply chain:
- Determine what is possible vs. what is possible now.
- Answer the right questions as a leadership team.
- Hire a scenario planning analyst.
- Dedicate time to review what actually happened.
- Make your technology roadmap visual.
- Catalogue your planning library across functions.
Have some thoughts about what you might be doing in this space and then lets talk.
Dave Food