A well designed Supply Chain is an essential element in the delivery of business success and will directly support the achievement of overall business goals.
The needs of supply chains changes over time: what was a perfectly good design for a business model a few years ago, may no longer be appropriate. Supply chain needs change due to:
Re-designing a supply chain network enables the delivery of products and services to customers in a timeframe and with a level of completeness that meets their expectations and does so at the best cost. Re-designed supply chains often see increases in flexibility (the ability to accommodate unexpected changes in customer expectations or events along the supply chain), visibility (the ability for supply chain operators to see what is going on in the supply chain) and control (the ability to take action to decrease the impact of changes and events). This often results in:
While it is important to understand how supply chains work and to identify and exploit opportunities, it is essential to first understand the business context in which the supply chain operates. GRA approaches supply chain strategy and design from the whole-of-business perspective: what is the business objective, where is it going, what has informed the way it is now, who and where are its customers (and how do they look in the future), how does the business plan to meet its goals over the next few years? We work intimately with business leaders to capture and clarify the intent and purpose of the business – we work to understand it as if it is our own.
Once the business strategy is clear, we define how the supply chain should respond to it, now and as it evolves. We consider:
We create, cost and test supply chain models to ensure they will support the business strategy and determine how they should best be deployed.
The following are outcomes of this approach:
The benefits of this supply chain strategy consulting approach include:
View GRA's Supply Chain Strategy Overview presentation.
The GRA facilitators really engaged our team well and the facilitation approach ensured that the team saw it as their process. Running “The Beer Game” at the start of the workshop was a great way to make the challenges of integrated planning real for our team.
– Lee Rawstron, Head of Operations ANZ, Sinochem Australia