¿Cuáles son las mejores prácticas para obtener beneficios en los programas de visibilidad de la cadena de suministro? (2024)

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While improving Supply Chain visibility is a continuous, agile, and never-ending process, a specific program should be defined to achieve a measurable amount of demonstrable success.The program scope may be defined as a specific business unit, information type, product line, supply chain channel, a specific level of depth into the external ecosystem, or a combination thereof.For the defined scope there need to be measurable objectives. Also, these objectives should ideally be staged incrementally. e.g. In-transit shipments visible to customer service team members by month 8, and to customers by month 14.Teams and stakeholders working on the program should not be too conservative or too liberal when defining these objectives.

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One thing that I have learnt and want to share that, prioritization is extremely important in terms of deliverables. People many times miss the broad spectrum while they spend time and effort in minute details which sometimes causes obstacles. Hence, the broad objective has to be clearly defined and focus on the same should drive the program.

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Glad to read so many perspectives. Feel humbled to have learnt from various people in the group all around the world. Well, my take on this is no different than many here. For setting a clear direction to achieve a desirable outcome, it is vital that objectives and program scope is set. It is like starting a journey from a point and with out knowing your destination, one could get lost in the process!

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According to customer feedback even an information about delay in the supply chain is way better than no transparency at all. Instead of sending mails back and forth between customers and customer-relationship managers AI technology like chatbots can proactively inform customers about delays, backorders, route changes. This saves time and energy for the rest of tasks and ensures a frequent and proactive communication of standard requests.

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Define Clear Objectives:Whether it's reducing lead times, improving demand forecasting, or enhancing collaboration, having well-defined objectives will guide your efforts.Collaborate and Communicate:Foster collaboration and Effective communication is crucial for addressing challenges, and making informed decisions.Invest in Technology:Leverage advanced technologies to capture and analyze data in real-time. Invest in a robust supply chain management system to support visibility.Performance Metrics:Establish key performance indicators and regularly assess and analyze to identify areas for improvement.Employee Training:Ensure that your team is trained on how to interpret and act upon the data provided by the system.

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A supply chain visibility program should have a program manager who oversees the overall direction, progress, and performance of the program, and reports to the program sponsor who provides the strategic guidance, resources, and support.

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The structure of a DAO relies on three elements: a treasury, a group of stakeholders (the community), and operational rules (the governance), all unified by the possession of a token. Rights and responsibilities in governance are assigned to each member of the community as a stake in the value and/or potential return on investment in the treasury.The objectives would be:- Prioritize governance practices that promote transparency, accountability, competence, and stakeholder engagement.- Effectively communicate and interact with all stakeholders, enhancing oversight through reporting.- Invest in specific training, diversify expertise, adopt standardized reporting frameworks, and stay informed about regulatory developments.

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It is always important to mantain transparency in analytics and reports. That way whenever there is an issue it is easy to detect. It also helps with distrubution of responsabilities when creating efficient supply chain procedures.

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When building an efficient supply chain visibility program, governance and structure are necessary. According to a PMI survey, entities with established governance structures, functions, and processes are 40% more likely to achieve their business objectives. A recent PwC poll found that this improves decision-making speed by 30% and reduces project risks by 20%. While clear governance structures and a dedicated program manager can improve efficiency, it is also important to consider the potential drawbacks of a highly structured approach, such as decreased flexibility and adaptability. As a result, striking a balance between structure and flexibility is critical for businesses to thrive in today's dynamic, evolving workplace.

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Governance and work structure are the real drivers and basic elements promoting a good culture and practice for the success of a company, an establishment or any other institution.

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In my experience accessing the right data in real-time can be a game changer in managing a supply chain. Knowing what is happening not just at tier 1 but in tier 2 and beyond is how problems are solved quickly, and it is what gives you a competitive boost, plus quickly ensures happy customers. This is one of the reasons I developed Crowdz. While working at places like Cisco and with companies large and small (Samsung, Toshiba, Micron, Jabil, etc.), my co-founder and I realized the industry was missing real-time risk scoring for private companies, assets, and their customers.

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Integrating advanced technologies is vital in program management, akin to the Apollo Moon Landing project's groundbreaking use of technology. In my role at Oracle, selecting tools like AI, ML, and cloud computing was crucial for optimizing operations. The choice should align with program goals, budget, and timeline, ensuring solutions are scalable, secure, and reliable.

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According to a Deloitte study that discovered a 30% increase in operational efficiency, supply chain visibility is dependent on intelligent technology choices & cutting-edge tools like IoT & AI. While technology options & integration provide visibility, other variables such as cost, implementation challenges, & any issues that may arise as a result of relying heavily on these technologies must also be considered. Striking a balance between innovation & practicality, this strategy ensures not only visibility but also cost reduction, driving us to agile, future-proof supply chain excellence while resolving implementation challenges & optimising operational efficiency, aligning with McKinsey study of a 35% increase in supply chain performance.

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Selecting and implementing technology for supply chain visibility involves aligning tools with program objectives. Assess existing systems for compatibility, prioritize scalability, and opt for user-friendly interfaces. Choose tools offering real-time data capabilities, ensuring data security and compliance. Prioritize interoperability and consider total cost of ownership. Conduct pilot tests for smooth deployment, select reputable vendors with good support, and stay informed about emerging technologies. Establish a continuous improvement process to optimize technology performance over time.

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Research indicates that organizations adopting modern technologies for supply chain optimization experience tangible benefits. Talking about the facts and number, companies leveraging AI in supply chain operations saw an average reduction of 20% in forecasting errors, leading to a significant improvement in overall inventory management. Additionally, businesses embracing IoT reported an average 15% reduction in lead times, enhancing real-time visibility and responsiveness. These statistics highlight the measurable impact of integrating modern technologies into supply chain strategies.

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Optimizing Data and Analytics is often undermined in a rapid growth phase. It is important to make subsequent changes to data to match growth to "see where you're going". Investing in industry standards for automation at scale is crucial to keep a business functioning.

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In my experience early open collaboration is the key to success. Alongside the usual best practice of governance, tools, technology, monitoring and evaluating etc., ensure you find out all that is required to achieve a successful outcome from designers to end users and all those in between. Understand the deliverables, regularly confirm your understanding and check that your understanding continues to reflect desired outcomes. If you are clear and your stakeholders are with you, trust is built and your programme more likely to not only succeed, but to deliver considerable longer term benefits to the broader supply chain.

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We can ensure that the outcomes of our efforts are thoroughly validated and measured against the established benchmarks and scrutinised for accuracy and effectiveness by leveraging a benefits realisation plan and continuous improvement, resulting in a 20% increase in accuracy, as shown in a recent Gartner analysis. Furthermore, according to Harvard Business Review research, the timeliness and thoroughness of our approach have a direct impact on revenue, giving an 18% growth opportunity. We give real-time insights that reduce risks through interactive dashboards and surveys, with advantages ranging from cost savings to customer loyalty to innovation.

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Em qualquer processo é sempre importante ter um KPI a quantificar e a avaliar o que se faz.Mesmo que o KPI não seja perfeito, este irá dar sempre uma indicação de como está o processo, e para onde devemos caminhar.Outra ferramenta fundamental é andar no terreno e observar os processos ( Gemba Walk). Este simples gesto permite avaliarmos os processos e obriga-nos a pensar em o que podemos fazer para melhora-los. Permite ainda corrigir erros e desvios, caso este existam de forma rápida e eficaz

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There must be definite timelines and an agreed structure across programs to gauge the impact in terms of certain KPIs resonating with the large vision of the company or organisation. In search of bigger and favourable outcomes we tend to neglect the rudimentary but impactful steps which at large facilitates the final output.

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It's interesting a lot of programs and projects get completed and the stakeholders and key partners end up getting just an annual report or a final submission. For most I have come in contact with, this could affect future funding or sustainability plans.I recently participated in a rural electrification and minigrids project that saw us have monthly checkins with the key stakeholders.Sometimes, this could be quarterly or midyear. The use of Design thinking approach as well as an agile feedback loop from end users back to suppliers through the chain network will ensure systems can be improved upon.

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Years ago, I worked with my warehouse manager to implement a new replenishment program. Instead of “replenishment by walking around,” we would start using data to identify usage, lead times, and optimal order quantities.The warehouse supervisor felt threatened and was not overly supportive. The manager and I convinced him to try it for a while. Bottom line is the new process worked. I know because someone up the chain tried to take credit.What did I learn? Beyond the things we did right, we needed to do more work to get everyone involved on board. We also should have shopped the new process “up the chain” more effectively. Transparency works!

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Stakeholders are more than simply watchers; they are success drivers, and as proven by a recent TechValidate report, proactive engagement and empowerment of all stakeholders ensures a smooth adoption curve and a 30% boost in user satisfaction. According to a recent Forrester study, involved stakeholders contribute to 25% faster project execution. Some may argue that integrating stakeholders in decision-making processes slows project delivery and impedes development, but I urge collaboration with suppliers, consumers, and regulators, echoing a PwC survey that links stakeholder participation to a 20% increase in innovation.

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A shared vision is a successful vision. Communication and collaboration are crucial to smooth performance and inovative solutions. Engage, Engage, Engage ... then adjust and refocus to ensure forward success.

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Best practices for stakeholder engagement in a supply chain visibility project include identifying and prioritizing stakeholders, establishing a clear communication plan, and forming a steering committee. Roles and responsibilities should be defined to ensure accountability, fostering collaboration through forums and workshops. Managing expectations, gathering feedback, and providing training and support are vital. Proactively addressing risks, celebrating successes, and continuous improvement contribute to effective engagement. A crisis communication plan ensures transparency during unforeseen challenges. These practices collectively enhance collaboration, communication, and overall success in implementing supply chain visibility.

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To adapt and innovate amid changing needs and conditions, regularly reassess technology and data capabilities. Implement agile methodologies. Foster a culture of continuous improvement, encouraging feedback from stakeholders. Leverage emerging technologies, like AI and IoT, to enhance real-time monitoring and predictive analytics. Establish cross-functional teams to address dynamic challenges collaboratively. Prioritize cybersecurity to safeguard sensitive information. Develop a scalable infrastructure. Regularly audit and update contingency plans to address unforeseen disruptions. A proactive, adaptive approach ensures the supply chain visibility program remains resilient and effective in response to the ever-changing business landscape.

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"Quality at the source" for AI in supply chains entails embedding 'secure by design' protocols and robust data governance for quality maintenance over the AI system's lifecycle. Risk management in AI and supply chains demands a comprehensive approach, integrating threat modeling and continuous security assessments consistent with global standards, like the international AI security agreement. Investments in AI must match commitments to security infrastructure to safeguard supply chain integrity from cyber risks.

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The recognition that change brings opportunities for improvement and growth is a fundamental mindset shift. It's about fostering a culture of continuous improvement, where every iteration of the program is seen as a step towards greater efficiency, effectiveness, and relevance.

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1. Risk mitigation is an important aspect to consider. Since, invariably most of the supply chain nodes are partially forward or/ and backward integrated, there is a lot of cascading effects downstream. Hence risks that have potential to disrupt the end to end supply chain has to be identified upfront and mitigation plans have to be put in place.2. Since leaning is an important aspect to enhance efficiency of operations, having technology embedded into the entire chain becomes critical, else this can lead to undesired effects such as bull whip effect that can lock capital for longer durations.“Whatever gets measured gets done is super critical here”.

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Devil lies in the data. And this is also one of the key challenge to have right and transparent visibility on the data coming from multiple non standard sources from the end to end supply chain. The technology enables gathering of Nth level data with zero or limited manual efforts combined with business intelligence tool to give action oriented data insights on the performance of each single stage of the supply chain process enables transparency and opens up opportunity to drive efficiency.

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7. Document the "Before" snapshots and the "After" effects, including financial results. NOTHING gets C-Suite attention like a Before & After Quantification Presentation in the Board Room with the members of Hospital or System Administration. The bigger the final, realized results - the greater the attention it'll get. Keep it real, keep it quantified & keep it realized!

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Date to Value. If you are collecting the data, put a price tag on it and track who else uses it within the organisation. Or, if appropriate, if there is a market for the data outside of your org where additional revenue streams can be derived from the data. Data is capital.

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With the Global Integration in Supply Chains, disruption with visibility tools are critical in Risk Mitigation, especially for offshore management (Intercontinental). Where two very important aspects of business are always at a risk: Time and Money.1) In case of Outsourced Production (linked to forecasted trends) sometimes have to bear the heat of business environments (Political pressures/Geo-Political conflicts/ Environmental issues).Stranded goods thus increasing time to market can in-turn increase unsold inventories, which inflate indirect costs.2) Deviation in expected demand and outcomes due fast changing consumer behaviours and their preferences for products or services, thus helps bid a stoploss at every downstream checkpoint.

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