New strategies for developing and gaining a foothold in international markets require an internationalization strategy with different components and decision-rules - critical to a firm's growth.

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"Lets disturb your normality"

"How do we make the predictable innovative?"

"What are your constraints?"

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I see internationalization from a different set of lenses and that's where we start. What is your corporate strategy? Do you need to take supply chain decisions to better align with your financial and labour resources constraints? From this view, the supply chain of the 'future' needs to be resilient and capable to absorb ' external shocks'.

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Our approach to strategy and how we continue to innovate our organization and your supply chains ie efficiency-based. What are the short-term priorities, requirements and initiatives that you see as important today for a better internationalization strategy?

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Cheaper, better or quicker than today will rarely lead to an effective strategy.

We want to bring huge change and significant opportunities for strategic advantage.

On the other hand, evolutionary change - providing incremental improvement - is still necessary and demand to keep up with the pace of demand.

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So, how do you maintain a position as a frontier performer in your network?

Key criteria in supply chain are centred around safety, cost, efficiency, customer service, reliability and the environment.

Current and future projects will enable us to develop key learning that can be applied in other settings.

We have worked on projects that enable us to impact with significant changes in the way you operate your business and how you deliver value to your customers.

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Being a low-cost producer, with the aim to achieve economies of scale is rarely a winning strategy nowadays. It has been used for well over a few decades and our environment nowadays requires a more sophisticated approach to the market with an infusion of creativity, innovation, best practice and an outlook on continuous improvement.

 

Sharp polarization does take into consideration only 'extremes'. There is no middle ground. Either low cost or high quality.

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A strategy, as a 'continuous flow of information and possible scenarios' is geared to establish a unique positioning for your supply chain as a leverage for competitive advantage.

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I look at strategy form a variety of different angles and, from this perspective, I recommend the best plans of actions in a 'scenario plannning' exercise. I don't believe in a unique solution however I do believe in a 'best fit' solution, driven by recommendations - mine outward-driven and yours inward-looking - towards a complex improvement rather than a simple tested and low-value approach. What make this interesting is the outcomes, which are quite often surprising but also spur creative flows of 'genius'.

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The quest for better value within a lower manufacturing, tranportation and inventory cost structure is on.

 

My focus, from a strategic perspective are: Operations, Strategy and Global Trade.