Supply chains are effective when based on long-term strategy, measures of effectiveness, talented managers, and comprehension of the differences between nodes in the supply chain. With analytics, managers are able to replace intuitive decisions with quantifiable analysis. By linking operations to customers through points of measure, the organization enables proactive decisions that improve customer satisfaction. Supply chains synchronize nodes to achieve maximum efficiency. Recognizing problems and proactively implementing solutions provide opportunities for managers to link operations to critical factors, enable appropriate allocation of resources, and improve trust across the supply chain. When sales are flat, executives should consider procurement performance as a way to improve profitability. Procurement efficiency is not considered a strategic part of an organization because supply chains are not optimized, incentives are not tied to procurement performance, and technology is considered a quick fix to fundamental errors within the supply chain. Managers need the responsibility of monitoring key metrics and held accountable for performance. Leading companies consider supply chain management as a strategic part of their business and seek out opportunities to reduce expenses and increase efficiency. To accomplish effective management, metrics need to be aligned across multiple organizations and focused on critical areas that contribute to success. Many times metrics are misaligned or fail to measure appropriate performance, so the supply chain is inefficient, organizations miss opportunities, or conflict develops between supply chain members. Managers focus on evaluating internal performance with financial metrics, such as inventory turns and carrying costs, that do not reflect supply chain efficiency. Performance metrics lean toward internal performance and do not consider performance across interrelated nodes; thus, alternative metrics are needed to monitor performance from a supply chain perspective. The complexity of this task involves aligning independent operations and assigns a manager to account for the performance of the entire supply chain, not necessarily the performance of one part of the chain. The ultimate goal is to create a cooperative effort across functional areas and across companies to enable a seamless effort to support business objectives. Although data may be collected, it requires analysis and usable presentation to be useful to managers. An example of useful analysis is the development of simulation models that estimate future performance based on historical data. To maximize efficiency and effectiveness, points of measure need to center on the customer throughout the process. Based on the current economic crisis, businesses need to find value within internal processes to increase value for the customer. Studies have shown that the results of strategic procurement practices are a return on investment of 40 percent by lowering costs, improving productivity, and increasing opportunities. When we consider leading companies manage their supply chains as a strategic part of their business and the significant return on investment, managers should consider how their supply chains could be improved to recover profits during these difficult economic times. Copyright (c) 2010 Randall Mauldin
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