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Operations + Strategy

The development of strategic capabilities in supply chain is only the 'start' of our approach

Image by Jason Coudriet

A wider view on
Processes and Actors

  • Geography and location decisions as strategic points of supply chain networks design

  • Industry-specific processes and quality control processes impact on an efficient global transportation network 

  • Processes management - diagramming and network flows

  • Diversification as a tool to maintain resilience in the face of potential threats such as geopolitical risks 

  • How can we increase transportation capacity utilization?

  • How can you increase the ROI on your supply chain?

A side-effect of hierarchical supply chains is that the locus of control is internal and all decisions are centralized. This, for a supply chain executive, represents a 'control' point. This entails a focus on minimizing dependence on suppliers however control over resources has become more and more over-extended. Supplier rationalization, for example, has represented an increasing trend over large and extended networks across multinational companeis  and modern organized firms.

The implications of global supply chains

  • Metrics : a contribution to continuous supply chain costs and a focus on improving your performance is ingrsined in what we do.

  • Our Value Chain Approach : as a concept focused on integration, the value chain approach that we adopr revolved around E2E optimization. Balancing the system often involves different variables and this is what we aim to achievein any optimization exercise. The hierarchy of supply chains involves different transportation and freight networks, storage and distributions locations, productions centres spread geographically, etc. The vast array of components as proved by multiple sets of Bill of Materials (BOMs) is only one of the implications of product complaexity (from a supply chain perspective). A such, a key competitiive advanteg for modern organizations is 'managing the value chain'.

  • A logistics perspective : new strategies for developing and gaining a foothold in international markets require an internationalization strategy with different components and decisions rules about internationalization and strategy which are critical to your firm's "growth". Constrained financial and labour resources might require a deeper insight into what trajectory your company might be taking a a result of successive actions contrary to what is your 'real' strategy as an organization. The 'supply chain of the future' requires to be 'resilient' and capable to absorb 'shocks'. 

  • Strategy & Trade: customs and trade compliance is one of the most important operational elements of a successful internationalization strategy. I have experienced a myriad of different situations where customs authorities played a key role in the successful introduction of a new or existing product to an overseas market. Visit the 'Knowledge bank' section of this website for more information.

  • Let's optimize?: I specialize in dry and containerized cargo, cold chain and temperature comtrolled, break bulk and over dimensional freight. Different types of cargo require different logistical infrastructures and I can advise you how to operate them efficiently. Selection of the suitable combination of logistics providers and negotiation of rates in line with market trends are juts two of the most important decisions you will need to take to operate efficiently at a global level. Visit the 'knowledge bank' section of this website for more information.
  • Variability (across your supply chain): variability is a known factor that impacts how we operate and supply chains are in continuous evolution. Inventory/transportation trade-off is often considered one of the key challenged to keep a supply chain well balanced and ready for satisfying demand (across regions and product variety).
  • Risk Mitigation:
  • Supply Chain Network Design:
  • Disparate Global Supply Chains:
Image by Joshua Earle

"You can only do so many things great. Cast aside everything else."

Tim Cook, CEO of Apple

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