End-to-End Supply Chain Improvement
End-to-end supply-chain operations are planned, visible, stable, flexible, reliable, and highly collaborative, and they provide an operational-feedback loop. Supply-chain initiatives relentlessly focus on end-to-end flow, speed, and lead-time reduction by identifying and eliminating all non-value complexities and waste. This is accomplished through rigorous process discipline, inventory optimization, and first-time quality of processes. The supply chain flows to the pace of customer demand, where all supply-chain activities are triggered by the pull of the pace-setting process. The goal of supply chain operations is to deliver the highest value to the customer at the lowest possible total cost.
Robert supports organizations to build and sustain improved supply-chain operations through end-to-end supply-chain thinking.
Specifically, Robert focuses on:
Supply Chain Alignment: Vision – Current State – Future State.
One Team Performance: Aligned, Collaborative, and Participative Decision Making.
Supply Chain Connection: Planning and Execution Infrastructure that Connects Supply Chain Processes and Organizational Interfaces.
Supply Chain Visibility: End-to-End Visibility and Flexibility for all Material & Information Flow.
Supply Chain Capability: Dependability, Flexibility, and Speed.
Supply Chain Performance: End-to-End Supply Chain Performance – Cost Management and Relentless Continuous Improvement.
Building upon this framework, the following are specific focus areas of improvement activities to result in improvements in both supply chain performance and cost management goals.
Customer Delivery Performance: Customer stratification and performance measurement to uncover opportunities and improve processes to deliver sustained improvement to customer score cards.
Demand Planning: Deep understanding of demand fluctuations and determination of what is within your organization’s control to act upon the system for improved stability.
Sales & Operations Planning: Successful implementation of S&OP processes, skills, tools, and methods to ensure visibility and formalizing planning relative to capacity, manufacturing, and inventory management.
Manufacturing Efficiency: Successful implementation of improvement activities to address manufacturing OEE, impacts of supplier delays, change overs, tooling and machine readiness and ability to effectively resource manufacturing activities for improvement.
Supplier Performance: Supplier stratification and performance measurement and expectation by supplier characteristic (e.g.location, lead time, SKU complexity). Supplier collaboration and visibility to supplier performance and material flow.
Inventory Strategy: Inbound, outbound, and manufacturing material (SKU) demand characteristic and determination of effective use of historical demand relative to future requirements. Understanding the relevance of JIT, Pull, MRP and forecasting replenishment strategies.
Plan for Every Part (PFEP): Effective use of PFEP (Plan for Every Part) as an inventory management and inventory replenishment tool. Understanding the mathematics of the PFEP approaches and Integrating PFEP methodologies with MRP/ERP management systems.
Customer / Manufacturing / Supplier Lead Times: Effective use of customer and supplier order to delivery lead times and determination of supply chain capability and future needs. Understanding the impact and frequency of instability based on orders pushed in within manufacturing and supplier lead times.
Visibility & Technology: Visibility of demand planning processes and connection to all outbound and inbound supply chain processes (material planning, ordering, logistics, inventory management, replenishment). Full understanding of fixed production scheduling disciplined and adherence to frozen time periods.
Functional Interfaces: Communication, information flow and tactical process implications impacting inbound supply chain performance (buyers, planners, sales, customer changes). Sales and Operations Planning (S&OP) discipline and effectiveness.
People Development – Roles and Responsibilities: Organizational readiness relative to end-to-end supply chain processes with a focus on teamwork, value stream focus and overall system performance. Understanding roles, management systems, target goal setting, KPI measures, operating principles, tools, technologies and processes and the impact of systems thinking (or lack of systems thinking) across the functions.