Most multinational companies consider that reconfiguring their supply chains more effectively is a key priority in the near term. A majority of these companies are also taking environmental issues into account in their strategic decisions, either because of statutory constraints or possible negative impacts on their image.
Supply Chain managers have to balance operational costs and supply chain agility against fluctuating customer demand.
Optimizing resources including manufacturing capacity, distribution capacity, inventory level and continuously solving critical issues including sourcing decisions, factory & warehouse location/allocation to better serve customers markets are part of the key daily stakes of Supply Chain teams.
Supply chain management is the art of combining conflicting goals and finding the right balance between your company’s efficiency (costs & assets) and your customers’ required service levels (responsiveness, reliability and flexibility).
The aim is to both improve your own company’s performance and meet your customer’s expectations.
Experience is the key, and because many of our supply chain management consultants come with relevant operational expertise from a wide range of industries, we know how to design and implement appropriate solutions to address the challenges you face.
Companies today are faced with a number of challenges. They need to gain visibility and use customer demand information to streamline their supply chain, reduce stock holding and obsolescence whilst maintaining or improving customer service level agreements.
According to BearingPoint’s 2008 Supply Chain Monitor, 35% of companies have already established a Green Supply Chain. The bigger the company, the greater the level of interest in Green Supply Chain: 54% of companies with turnover in excess of $700 million claim to have established a Green Supply Chain.
Maintenance costs represent a significant part of operational costs - the more capital intensive the industry is, the higher the ratio of direct maintenance costs to total operating costs.
The market globalization and the new consumption modes have an important impact on product mix variability and volume volatility. This complex demand scheme is increasingly challenging for production leaders who generally suffer from insufficient integration with other departments and have recurrent difficulties to face rapid changes in demand. This situation becomes even more critical when they lack visibility over manufacturing capacities and lead times of their vendors. There is also a general trend for productive systems to evolve from products to services which requires even more reactivity and a market oriented mindset. Social and sustainable aspects put additional pressure on production leaders who are too often not involved from the beginning in the definition of the value chain.