And value is not only measured in terms of direct contribution to profits. It can manifest itself in the form of a higher share price, an improved customer experience, or even improvement in carbon footprint.
Equally important is the quantification of the full impact of supply chain decisions. Procurement departments and supply chain managers can often end up being their own worst enemies by creating very complex supply chains that do not possess the inherent strengths required to withstand even fairly minor external disruptions. Those weaknesses were exposed quite brutally during the pandemic. Taking out that complexity to improve resilience without increasing costs must be a priority.
In this context it should be remembered that cost reduction and resilience are by no means mutually exclusive. In fact, effective cost management helps build resilience by creating the financial buffers that allow organisations to better withstand unforeseen challenges and risks.
Effective cost management also drives improved operational efficiency by ensuring that the resources within the supply chain are utilised efficiently and effectively. It also confers market advantage by enabling companies to offer competitive pricing for their products and services.
Achieving those outcomes requires full end-to-end visibility and collaboration across the entire value and supply chains.
If a supply chain is only as strong as its weakest link, it is essential to be able to identify where the points of weakness lie so they can be addressed. It may not be possible to eliminate them, but being cognisant of them will support mitigation efforts.
Transparency in value chain need of the hour
What is required is connectivity between all elements of the value chain from the smallest suppliers right through to the end customer and including all relevant areas of the business including manufacturing, distribution, sales, procurement and so on. The aim is to create a system as close to seamless and frictionless as possible where sales at customer level transmit signals in real time to pull supplies through the chain and where supply constraints are communicated instantaneously to the business and its customers.
Arguably, that already exists in some of the world’s more advanced corporations, but usually as a result of special circumstances such as the particular nature of the products involved. For example, the pharma industry has developed highlight sophisticated systems to predict market demand and manage every point in the supply, production and distribution chains.