Supply chain management by its very nature depends on relationships and connections. In the first excerpt from their recent book, Fundamentals of Supply. Buy The Relationship-Driven Supply Chain: Creating a Culture of Collaboration throughout the Chain 1 by Stuart Emmett, Barry Crocker (ISBN. The relationship-driven supply chain: creating a culture of collaboration throughout the chain / Stuart Emmett and Barry Crocker.
What they, rather cleverly do, is to identify that relationships lie at the heart of effective supply chains. Having done this, they provide superb insights into the key relationship issues that affect supply chain performance.
Relationships for supply chain success – Strategy – CSCMP's Supply Chain Quarterly
Using a careful mix of academic concepts and practical applications, and the timely use of illustration, bullet points and case studies, they provide the reader with relevant background and contextual setting yet manage to move quickly into pertinent issues for action.
As such this book will appeal both to students and researchers as well as practitioners seeking wider knowledge. I strongly recommend the use of this book to anyone seeking to learn more about supply chain relationships.
I believe it to be a valuable addition to the Body of Knowledge in this subject area. Preface; Foreword by Alan Waller; Introduction.The Power of Supply Chain Relationships
Part 1 The Supply Chain Reviewed: The supply chain; Supply chain history; Supply chain growth; Benefits of supply chain management; Five key aspects for supply chain management; Approaches to supply chain management; Supply chain management changes traditional ways; Supply- or demand-led supply chains; Transactional or collaborative supply chains; Contrasts between Type I and Type II supply chains; Supply chain operations; Problems in integrating supply chains; Supply chain strategy; Supply chain planning; Supply chain key performance indicators; Supply chain metrics and strategies; Supportive supply chain management approaches.
Part 2 People Relationships at Work: Part 3 Supply Chain Relationships in Business: Percy and Charlie; Internal structures and relationships; Supplier appraisal; Vendor rating; Corporate social responsibility; Supplier audits; Structuring for supply chain management; Intercompany relationships; Supply chain re-thinking; Thinking right; Strategy changes; Operating changes; Sustaining strategic supplier collaboration; Dynamic requirements for building supply chain relationships; Benefits of better relationships.
Maintaining collaborative buyer-supplier relationships; Stages in developing a collaborative relationship; Relationships and trust; Strategic trust in supply chain collaboration; Changing organisational behaviour; Improving supplier relationships: Author s Bio Stuart Emmett is a freelance trainer and consultant specialising in management, the supply chain and people development.
Stuart is author of many articles on supply chain along with books such as: Barry Crocker is a full time Lecturer and Msc Programme Leader at the University of Salford, specialising in materials management, purchasing, operations, distribution, supply chain and e-commerce.
At its worst, it is an embarrassment and a scandal. To be honest, there have been some spectacular failures in consulting projects. Whatever your view, the emergence of supply chain management as the business focus of the new century has attracted consultants of every imaginable variety. Some have been at it for years, evolving along with the field. Others are new to the game, and they seem to think that adding supply chain management to their list of service offerings is enough to get onto the playing field.
The difference between consultants and advisers There was a time when great care was taken to distinguish management consulting services from management advisory services. The distinction has faded with time. But the implication is that advisers provide feedback and informed opinion, and that consultants take a more active role.
Consultants make decisions, acting on behalf of the client. They design and implement processes, facilities, and systems—in short, they do the hands-on work. Consultancies offer a diverse collection of different business models as well as approaches to problem solving. Let's begin by trying to sort out some of the fundamental types. The mega-firms This category is made up of huge organizations with thousands of people.
The Relationship Driven Supply Chain - The Chartered Institute of Procurement and Supply
They may be partnerships; they may be corporations. They are increasingly multinational. Many of the mega-consultants have their origins in the giant public accounting firms. Several years ago, each of the so-called "Big Eight" U. They generally attempted to be all things to all clients, and they would undertake consulting in any channel that held the promise of growth or profit. As they created multinational accounting conglomerates, their consultancies likewise added the appearance of international capability, which tended to be more promise than practice.
Today, after mergers, acquisitions, and divestitures, their former consulting entities are barely recognizable. Accenture spun off from Arthur Andersen, which itself disappeared, thanks to Enron. Deloitte Consulting, product of yet another merger and acquisition, retains its corporate identity but is legally a separate LLC entity.
The overall business model consists of a hierarchical, pyramidal organization, dependent on sales generation by a relatively small number of rainmakers to provide billable hours for large numbers of analysts and managers. Thorough methodology and process development is supposed to allow relatively inexperienced consultants to tackle complex problems in consistent ways. This model has been likened to bringing in busloads of bright kids, who have been both indoctrinated into the corporate culture and provided with workbooks full of process descriptions and solutions.
They must then hope to come across a client who is asking the right questions. Few of these firms were willing to bring in more seasoned, more experienced, more independent-minded, and more expensive old pros.
It's not so much an age issue as a business model issue, abetted by a cultural conformity. Some independent consultancies have become mega-firms. Some of the early leaders, such as Booz Allen Hamilton, continue to prosper, while some others have fallen on hard times or have been sold off.
Big and important, but not huge A handful of consulting firms concentrated on strategy but took differing directions. Some tried their hands at tactical implementations, and they remain successful in addressing operational issues with strategic implications.
Others focused on taking equity positions and managing corporate operations. Several entities focused on performance standards, productivity, and cost reduction. A few pioneers survive, but just barely. Their business model tended to be based on the engagement of contractors, who are off the payroll as soon as they've completed their assignments.
The permanent cadre comprises successful salespeople along with a handful of top executives. There were dozens of such firms, the majority of which have disap peared. One of the biggest was United Research, which has dropped off the map. But a few have survived.
For example, the engineered standards and method ology-based consultancy H. Maynard remains an active player in the world of work measurement. Some consultancies focused on such operations as manufacturing and logistics in the early days. One leader in the movement survived an unfortunate acquisition, and has rebounded as a broad-based global consultancy. Others, including some specializing in physical distribution, have disappeared.
Small and mid-sized firms The small and mid-sized consultancies tend to be built upon limited but deep functional experience. They come and go, but some have remarkable staying power. Too numerous to cite here, they can be local, national, or global in coverage. They may be franchises, or they may be real companies.
They may affiliate with "stringers" in several locations, handing out business cards to anyone with a suit and a laptop. Or they may grow more organically.
Some achieve greater functional breadth through working partnerships with other consultancies and achieve geographic coverage with multinational alliances. They may follow the hierarchical organization model, or they may be flatter partnerships with more hands-on consulting involvement from senior partners.
The supply chain field has spawned many of these operations, and many of them deliver cost-effective and sustainable results.
Some are highly specialized, while others offer a broad range of supply chain strategy, planning, and execution services. Sole practitioners Next come the sole practitioners. The range of services they deliver is staggering; they cover everything from freight-bill audits to supply chain strategies.
The solos run the gamut from internationally renowned specialists to prematurely retired managers to out-of-work inebriates. These sub-categories are not mutually exclusive. Unlike in aviation, no lessons are required, and there is no meaningful certification and licensing process. The only barrier to entry in the consulting marketplace is a failure of nerve.
There are many, many really excellent one-man and one-woman shops. For the right kind of problem, they can often offer an on-target solution at the right price. The best of them recognize their limitations, and they are brilliant at enlisting other specialists to work on solving the fundamental problems.
The worst of them believe their own press clippings.
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Because of their egos, they hesitate to bring in people smarter than themselves to help deliver the right answers. The recently unemployed complicate the picture considerably. They typically have no training and little real experience in being a consultant. They generally have no idea of how to price services or of what's involved in scoping and executing analyses and solution development. They often don't understand the subtleties of communications, client relationships, and selling.
The academics Many respected academics practice consulting on either an institutional or a private basis. Often their consulting includes a research component directed at a technical solution to a specific problem.
Sometimes they are able to assemble study and research teams of graduate and undergraduate students to observe and assess operational problems and practices.
The Relationship-Driven Supply Chain: Creating a Culture of Collaboration throughout the Chain
Other times they might conduct and analyze industry surveys. Sometimes they are called as expert witnesses in litigation.
There are times when the right approach to a problem is to build a team with academic and consulting components. That way there's an effective blend of both esoteric and practical solutions. Turnaround specialists and litigation support Turnaround management specialists are not really consulting firms, although they employ many consulting techniques in their cost-slashing blitzkriegs. Two well-known leaders in the field have senior management with extensive backgrounds in cost management consulting.