Rethink Supply Chain
Global business is at a crossroads. Our previous assumptions on globalization, customer experience and even the general purpose of corporations are being questioned. Supply chain executives live at the intersection of these critical issues and can lead the way in this uncertain environment.
Leadership requires agility at an accelerated pace to match the speed of customers and markets. The ability to adeptly rethink and reinvent has emerged as a critical capability on par with advanced supply chain maturity for today’s business. Whether it is reconfiguring the supply network based on shifting trade winds, using AI and big data analysis to capture the voice of the customer, or redesigning offerings for greater circularity and sustainability, supply chain is expanding its role beyond traditional boundaries.
None of these transformations are possible without a workforce of the future. Increasingly-digital supply chains require future-fit talent and cultures to enable work that is augmented, inspired and impactful. Overall, there are three key areas that supply chain leaders should rethink to win tomorrow’s business.
Rethink the Business
Increasingly dynamic and competitive markets are pushing traditional supply chain organizations to reinvent themselves with a start-up mentality to defend and extend share. Agility and planning allow leaders to mitigate rising levels of disruption in both digital and physical supply chains. Key to success is increased customer intimacy and trust driven by deep analysis paired with experiential insights.
Rethink your Remit
Cost, quality and reliability are necessary, but not sufficient for supply chains to step into their true power. Leading organizations act as a central nervous system with closed-loop connections to and from customers, suppliers and partners. As a collective, global supply chains are setting higher marks for the stewardship of natural resources and are central to building the new circular economy.
Rethink the Team
The partnership between humankind and machines is evolving and new skills are required to build and scale digital supply chain capabilities. Effective talent and role management will differentiate the winners in the marketplace. Beyond diverse and upskilled talent, cultures of innovation also require an entrepreneurial mindset and culture that complement supply chain’s traditional DNA for operational excellence.