New here? Subscribe to the blog to receive updates when a new post is available. Supply Chain and Logistics Issues: | February 2010
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Excuse me for stating the obvious, but the Washington DC rhetoric makes me angry. Many in the nation’s capital are trying to make the recovery from the economic disaster of 2008-2009 too complex and politicized.

 

I think this gives them a sense of satisfaction – in that they can claim to be wrestling with a complex problem and so they appear to the public to be doing the best that they can. However, many of us have been saying for well over a year what needs to be done, and it has yet to occur.

 

Let me state this as simply as I know how: The resolution to the Great Recession is a stimulus package that results in consumers spending money. This sounds so simple, and it is, but unfortunately here we sit one full year after the passing of economic stimulus and to be clear, this stimulus package does not stimulate the economy. It may have helped avoid a deeper economic disaster – but stimulate it does not.

 

As I write this, I see that a jobs-creation bill is advancing through Congress, and I see that consumer confidence fell sharply this month, putting it at its lowest level since last April. Great, a bi-partisan measure to create jobs, that is positive, but it is not enough for this severe of a problem. The bill is predicted to only have a moderate impact on hiring and therefore, only a moderate impact on consumer confidence. We need major surgery, and we get a Band-Aid.

 

Let me be even more specific about the stimulus:

 

Of the $787 billion of the stimulus package signed into law on February 17, 2009, only $272 billion (35%) has been paid out.

Of the $272 billion paid out, $93 billion went to tax cuts that stimulate savings instead of spending.

Of the $272 billion paid out, $112 billion went to state governments to pay for Medicaid, unemployment benefits and food stamps.

Of the $272 billion paid out, only $67 billion was really a stimulus to consumer spending. This is obviously less than 10% of the $787 billion stimulus bill.

How are we doing? Not bad, given the federal government is missing the boat by not offering a real and quick stimulus to Americans.

 

I am, however, very proud of the American consumer, workers and business people, because we have recovered and have brought about growth and the return to profitability. In fact, I just read a report from the Bureau of Labor Statistics indicating that business sector labor productivity increased at a 6.2% annual rate during the fourth quarter of 2009. Unfortunately, for many, the government’s lack of action has not provided the stimulation needed to fully return to strength.

 

Note: To ensure that I am not misunderstood, know that I am not taking sides here. It is not the Republicans or the Democrats; it is not the President or the Senate or Congress that I am unhappy with right now. It is the whole bunch!

 

Before you consider pounding your fist on the table and disagreeing with me, let me share these nuggets with you:

 

1) Senator Evan Bayh, just last week, said, "Congress is rife with brain-dead partisanship."

 

2) Vice-President Joe Biden recently told the world that "Washington right now is broken."

 

3) Listen to what American voters are saying in this recent poll:

 

• 75% are angry with the policies of the federal government.

 

• 63% say it would be better for the country if most members of Congress are defeated in November.

 

• 60% believe that neither Republicans nor Democrats have a good understanding of what is needed for this nation.

 

Just what is the Washington rhetoric that most angers me?

 

Business is evil and business people are evil. Especially be on the lookout for the CEOs, as they are really evil.

 

Business needs to increase exports, even though exports reached a peak in December 2009, to a level of 26.2% of all goods manufactured.

 

Business and workers need to pay more taxes.

Wow! The American worker and American business people are fed up. Washington needs to wake up to the fact that 70% of the US GDP is consumer spending, and that workers and business people cannot right the economy without at least some help from Washington.

 

So Washington, listen up: Start stimulating consumer confidence before November arrives, or else you too shall join the ranks of the unemployed. I still remain optimistic that someone in Washington will wake up and realize that the solution really is simple.

 

We need Washington to spend the already approved stimulus for much-needed infrastructure projects. Please ... Stop all the meaningless rhetoric, and get on with what you need to do to fix this economic mess – stimulate the consumer. And please, stop making the recovery seem more complex; we see right through the rhetoric.

 

More Resources

 

The Great Comeback from the Recession: See the blog post series

 

View a video on the Great Comeback from the recession, and download the white paper

 

Blog Post: Where Were You on September 15? 'Lessons Learned' from Lehman Collapse Show the Path Recovery Could Have Taken

 

Blog Post: What To Do With 2009? "Forget About It" Is Tempting, But Not Right

Photo credit: andrewarchy


I just came across this blog post from the Supply Chain Management Review website on the distinction between leadership and management.

 

It really got me to wondering, what is the true difference between leadership and management? The reason this is an important question is because being a good leader means understanding these differences. Sometimes we use the term "management" when the jargon that we should really be using is "leadership" and vice-versa.

 

I thought the SCMR blog post made some interesting points on the subject, and it brought to mind what I have written on this subject in one of my latest books, Bold Leadership for Organizational Acceleration.

 

I think that the most significant difference between leaders and managers is that leaders create change. Leaders challenge the status quo constantly, and they guide and teach others to create, embrace and nurture change. Management represents adhering to a system and the certainty it represents, which does serve an essential function for any organization. But by their nature, leaders question the managerial preference for certainty. This is true for great supply chain leadership as well. 

 

To lead a revolution that creates change throughout your company or your industry requires giving up complacency and facing uncertain future outcomes, but change helps leaders build momentum for the future.

 

There are other differences between leading and managing that are important to understand:

 

Leaders seek growth. Managers seek control.

 

Leaders innovate. Managers administrate.

 

Leaders rely on people and trust. Management relies on systems and control.

 

Leaders ask: What? Why? While managers ask: How? When?

 

How have you reached out for positive growth and embraced change lately? Are you leading or managing?

 

More Resources:

Book: Bold Leadership for Organizational Acceleration

 

Related Blog Posts: 

Gauging Your Leadership Style: It Never Goes Out of Style

You Want Innovation in Your Organization? Then Don't Tug on Superman's Cape!

Five Reasons Why Now is the Most Exciting Time to be in Business

 

Photo credit: Redvers


Guest Blogger: Greg Hazlett, Principal, Global Supply Chain Services, Tompkins Associates 

 

Greg lives in the San Francisco Bay Area and is an expert in helping high-tech companies – including manufacturers and distributors of computer hardware and software, consumer electronics, semiconductors, components and peripherals, and capital equipment – improve their global supply chain activities.

 

We’ve all been to those tradeshows in Las Vegas where the highest volume of people to the lowest ranges from the casino floor, to the conference speeches and panels, to the exhibition floor.

 

The recent Reverse Logistics Conference in Las Vegas "reversed" all that. The Expo floor was busy from the opening reception through the closing on Feb. 10. The sessions were relatively well attended, but the casino we were in was relatively empty. Go figure!

 

I was at the conference to moderate a panel, attend a number of presentations and panel discussions, and tour the exhibit hall.

 

The panel I hosted, Creating a Customer Centric Reverse Supply Chain Strategy, was reasonably well attended, especially in light of the fact that we were up against a Wal-Mart panel. There was a lot of discussion around technology to support the reverse process, as well as its ability to support the consumer experience. Software in this space is relatively new, and most of it homegrown by providers, rather than offered to others, but we are now starting to see commercial products with the service supply chain as its main focus.

 

Other important topics that came across during the panel discussion were the ability to measure the customer experience, using reverse capabilities to grow revenues, and managing the customer lifecycle vs. purely focusing on the product lifecycle.

 

Special thanks to my panelists: John Axe of the ECN Group, Dr. Dale Rogers from Univ. of Nevada – Reno, Srini Gorty of Evavi, Jim Schoessling from Servigistics, Randy Hatheway of Ryder Supply Chain Solutions, and Patrick Sullivan from Inmar – Reverse Logistics.

 

Great job by all!

 

Based on what I learned at the conference, my Top 3 Takeaways are:

 

1) Reverse Logistics is attracting greater attention today as companies seek to cut costs, and the focus on this key part of the service supply chain will only continue to grow;

 

2) We’re now starting to see commercial products with service supply chain as the main focus vs. software created by homegrown providers; and

 

3) Being able to measure the customer experience is a high priority in managing the service supply chain customer lifecycle.

 

As a side note, the majority of conferences I’ve been to have had an "Us vs. Them" feel – the "Us" being the customers (manufacturers and retailers), and the "Them" being the various types of service providers. While the conference attendees were predominantly service providers, the manufacturers and retailers were in attendance, but the conference didn’t by any means revolve around them.

 

And while the service providers were interested in gaining business from the retailers and manufacturers, the majority of them were looking for partners to help grow their business – either by sharing leads or working together as part of a larger solution set. Everyone wanted to share information and get the word out on what they were doing. No games of chance here – a sure winner!

 

Did you attend the conference, and if so, what did you take away from it? What is your organization doing in the area of reverse logistics these days?

 

More Reverse Logistics Resources

 

Blog Post: Pause: Services Supply Chain Is Not the Same as Rewind

 

Blog Post: Service Supply Chain: A Golden Opportunity to Cut Costs and Make Your Customers Happier

 

Read the article, Returns, Refunds and Recalls: Reliable Reverse Logistics 

 

See the scope of Service Supply Chain consulting services from Tompkins Associates (PDF).

 

Photo credit: Gregory Moine

 

 


I am definitely not an IT expert, but I know one when I see one. Kevin Hume, who recently joined Tompkins Associates, is part of our Supply Chain IT experts’ team.

 

Last month, Kevin spoke with a variety of supply chain execution (SCE) software practitioners – industry analysts, third-party integrators and supply chain software executives – to get their take on emerging trends in SCE software over the next three to five years.

 

I thought the top three trends that he discovered were worth passing on to readers. They are:

 

1. Software as a Service (SaaS) offerings – Smart companies will move toward a cost-effective solution that can be quickly deployed with minimal investment in software applications and supporting hardware stacks.

 

2. Planning & Execution Integration – Supply chains will require end-to-end visibility to quickly and easily make adjustments to their planning and execution processes. This need was never more evident than during the rapid economic changes in the past year and a half.

 

3. Model Driven Functionality – Current and future SCE software customers are looking for a solution that can quickly adapt to emerging fulfillment demands in a zero modification environment. No doubt, this will be a successful tool in the industry.

 

OK, I think we see a pattern among the top three trends! The common denominator here is speed. And speed combined with Total Cost of Ownership (TCO) is driving these emerging trends. Check out Kevin’s more detailed outlook in the SCIT Perspectives blog, and let us know what you are seeing today in the world of Supply Chain Information Technology.

 

Go!Go!Go!

Jim

 

More Resources:

Supply Chain Technology

The Supply Chain Information Technology Perspectives Blog

 

Photo credit: damo1977


I’ve been learning a great deal lately about Service Supply Chain strategies. This area is really like the red-headed stepchild – the Conan O’Brien of supply chain if you will – because it is routinely neglected and overlooked in its potential.

 

As I recently read through the article, "H-P Gets a Boost From Services Unit" covering H-P’s fourth quarter earnings, a few things caught my attention. I was not entirely surprised by facts such as HP reporting a 14 % increase in quarterly profit, including a 48% jump in operating profit, to $1.4 billion for its service business. HP’s fourth quarter earnings report definitely provides further evidence that service business units with executive focus can make a significant contribution towards the corporate bottom-line.

 

Also consider that in 2008, Best Buy created a separate business unit to turn "returns processing into a profit center." Prior to this, they outsourced most or all of their returns processing and repair activities to a third party. The key driver towards making this decision was noted as, "maximizing profit and sustaining it when product hits reverse supply chain."

 

Due to the global economic situation, some companies understandably continue to focus on cost cutting and the bottom line even as we move into recovery. But then I find myself asking, "Who is focusing on the customer?"

 

Without customers, there is no company and no bottom line. In the current economic climate, many customers cannot afford a new product. Therefore, they are either trying to extend the life of their current products or instead buying products from a secondary market.

 

It is the organizations that are able to support customer needs during these times that will be winners in the long run, as they differentiate themselves from competition through services. This is no small revelation – it is a golden opportunity to serve customer needs now and establish a longer lasting relationship with them through Service Supply Chain excellence.

 

Let me share a personal story about Service Supply Chain gone wrong. On Black Friday, I ordered some electronic items online from a retailer who also has a brick and mortar infrastructure. Later that day, I wanted to cancel one of the line items from my order and was told by their help desk that it was not possible to remove the item, as the order had already dropped to the distribution center and it was run by a third party. Therefore, the only option I had was to return the product to one of their retail shops after receiving it.

 

I was appalled by the option given to me, not just because it was a hassle to me personally, but because as a supply chain professional I shuddered at the cost of the reverse logistics execution. Just think – the product would first have to be delivered to me, which incurs a shipping cost. Then I would have to return the product to the retail store, and then the store would need to ship the returned product back to the retailer’s or third party’s warehouse. Wow, talk about racking up some travel miles and costs!

 

Furthermore, the cost of processing that item post-receipt presents another negative, and needless to mention, has a direct effect on the customer experience. This example only highlights how critical it is to establish and fine-tune the service supply chain before releasing a customer offering.

 

Some organizations are using a hands-off approach towards service supply chain instead of integrating it with their overall corporate strategy. But in doing so, they run the risk of alienating customers and even diluting their brand image in the long run. In addition, many consumer studies show that sustainability and other environmental issues are increasingly influencing customers’ shopping behaviors. Service Supply Chain could be a great enabler to realize a company’s sustainability agenda.

 

I think it is time to stop treating Service Supply Chain so poorly and invest in it to achieve long-term, sustainable and profitable growth. What is your company doing in this area? What bad or good examples can you share?

 

Go!Go!Go!

 

More resources on this topic:

Blog Post: Who Knew? Reverse Logistics Conference in Las Vegas Not Exactly What I Expected, but in a Good Way

Blog Post: Pause: Services Supply Chain Is Not the Same as Rewind

Managing the Service Supply Chain and Reverse Logistics

Article: Returns, Refunds, and Recalls: Reliable Reverse Logistics

Article: Reverse Logistics: Going in Reverse to Move Forward from Modern Materials Handling

See the scope of Service Supply Chain consulting services from Tompkins Associates (PDF).

Photo credit: Lara604