Video: Applying traditional supply chain strategies to the service sector

GRA Director James Allt-Graham talks with GRA Director Dan Knox about applying traditional supply chain strategies to the service sector. 

In the interview James answers the following questions:

  • What are the main drivers for the interest in supply chain engagement in the service industry?
  • What are the roles of supply chain in the service industry?
  • How do you compare supply chains in service industry to other sectors?
  • Who are the clients GRA works with in the service sector?

GRA views service chain management as an integrated system that must be considered holistically and be supported by a dedicated function within an organisation.

Our Service Chain Excellence framework enables service organisations to approach the service chain management task in an integrated manner.

There are 3 key sections: Business Strategy, Target Operating Model and Service Chain Operations. In a service chain with high maturity, an organisation will have pipeline visibility on service requests (demand) as well as recruitment (supply).

This is what we call a Demand Driven Service Chain (DDSC). A Demand Driven Service Chain is able to establish its operations as a competitive advantage through improving service availability, capacity planning & scheduling, routes optimisation, workforce composition (e.g. FTE vs. PPT) and other operational elements.

Find out more about Service Supply Chain

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    • Author's name(s)
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"GRA provided us with the vision on what an advanced inventory management system could deliver for us, along with the benefits. To date the benefits are being delivered in line with the business case and the user experience is excellent. GRA, throughout the project, acted in an very professional manner and delivered on our expectations."

– Chris Wigg, Group Planning Manager, The Laminex Group

Typical results

  • 20-40% inventory investment reduction
  • increased service levels ranging up to 99.9%
  • 10%-15% reduction in supply chain operating costs
  • 5%-20% spend management savings
  • the ability to fund business initiatives from operating cash flow (OCF) improvements
  • improved return on capital employed (ROCE)
  • a minimum 3:1 ROI (10:1 to 30:1 typical)