As I work with companies I continue to emphasize that it is important for our supply chain to drive revenue. Great supply chains (Read: Walmart and Amazon for example) are core to the company's revenue strategy and not just an evil cost to reduce.
But, there is this pesky thing called "profit" that also has to exist to make a world class supply chain complete. The question really is what do you do first? My view is you take care of the customer then figure out the cost. If you are designing supply chains you are in a war with your competitors and the weapons of that war are speed and availability. Customers, whether they be industrial, commercial or consumer are asking for the same thing: They want what they want, when they want it, in the right quantity at the right price. Those who figure all this out will win. Those who do not will perish. What are some things you should do now to get on the path to figure this out? A few ideas below:
- Start with the Customer: Don't lift a finger to design a supply chain until you have personally interviewed, visited with, surveyed and embedded yourself into the customer. This does not mean asking sales their opinion. Sales is a first derivative source. Go right to the customer.
- One Size Does Not Fit All: Design with the idea of multiple supply chains to service specific groups of customers.
- Use Pricing to Give The Customer Options: You need to probe what customers are willing to pay for and what they are not willing to pay for. Amazon is a master at this. Do you get next day delivery? Yes... Do you pay for it (through Prime)? Yes... Do most people spend more on Prime fees then they get back in avoidance of shipping costs? Most likely. The key here is to not say no to the customer, just provide options.
- When In Doubt, Provide The Service Then Figure Out The Cost: Many times there just is not enough time to ensure everything is perfect before you decide which direction to go. But, once you are confident you are "close enough" to figure out the cost, launch! There is no better way to ensure you have pressure to lower costs. This is not a "ready, shoot, aim" strategy but rather it is one that avoids a supply chain being stuck in a conference room for years.
- Constantly Reevaluate: The industry is moving too fast to design a supply chain every 10 years. You must constantly reevaluate where you stand relative to customer demands and competitive forces.
This all sounds simple but I can assure you that if you really do this at your company you will be in the top 5%. Most try this but then just revert to the cost equation. The good news is you can win with this model. In the words of Nike - Just Do It!