Taking supply management to the next level

With young people returning to school this month, we thought we’d say something about on-going education for established professionals. Here’s a book for you to consider in September

By ·

With young people returning to school this month, we thought we’d say something about on-going education for established professionals. Here’s a book for you to consider in September.

Next Level Supply Management Excellence: Your Straight to the Bottom Line Roadmap, co-written by Robert A. Rudzki and Robert J. Trent, presents a picture of what procurement and supply chain management will look like during this second decade of the 21st century. Given the disruptive nature of the current global economy, many of the views here are prescient.

Rudzki – who contributes blog posts to Supply Chain Management Review – admits that most readers will find some of the ideas here to be difficult to embrace. But it is his earnest belief such change will bring higher-visibility, accountability, risk, and ultimately – reward. Trent, who has contributed guest features to SCMR in the past, shares the opinion that today’s managers must extend their risk threshold if they are to keep pace with the dynamic shift in our supply chain universe.

Besides the fact that both Rudzki and Trent are very fine writers, they also happen to be consultants and educators with very precise ideas on just what constitutes good management. For Trent, it has been in keeping a good supplier scorecard. For Rudzki, it’s knowing when to tap outside expertise for cultural change. He notes that one of the classic reasons for using consultants includes a desire to “jump-start” improvement or to introduce and imbed new best-in-class business processes.

Additional reasons, he writes, include leveraging the prior experiences of the consulting firm and a need to supplement internal resources with outside expertise. But he cautions that the worst classic reason to outsource this function comes about because the organization lacks leadership in a functional area.

Both authors maintain that better decisions regarding use of external resources are possible when a proposed project is “disaggregated” into components. In other words, defining precisely what the long-term objective is.

But it all begins with executive awareness. The Next Level, argues that strategic supply management involves knowledge areas requiring leaders with intelligence and foresight. Those hoping to simply automate the system will ultimately remain stagnant. And that, say Rudzki and Trent, requires the best human resources currently available.

 

 


About the Author

Patrick Burnson, Executive Editor
Patrick Burnson is executive editor for Logistics Management and Supply Chain Management Review magazines and web sites. Patrick is a widely-published writer and editor who has spent most of his career covering international trade, global logistics, and supply chain management. He lives and works in San Francisco, providing readers with a Pacific Rim perspective on industry trends and forecasts. You can reach him directly at [email protected]

Subscribe to Logistics Management Magazine!

Subscribe today. It's FREE!
Get timely insider information that you can use to better manage your entire logistics operation.
Start your FREE subscription today!

Latest Whitepaper
Managing Global Transportation: How NVOCCs can operate more profitably
Global transportation isn’t getting any easier to manage. With new rules and regulations to learn, new compliance requirements to adhere to, and new customers and business partners to onboard, navigating the complexities of the global market can be difficult for any company. To fully leverage their global supply chains, firms need a robust, global transportation management system that helps them navigate this ever-changing environment.
Download Today!
From the July 2016 Issue
While it’s currently a shippers market, the authors of this year’s report contend that we’ve entered a “period of transition” that will usher in a realignment of capacity, lower inventories, economic growth and “moderately higher” rates. It’s time to tighten the ties that bind.
2016 State of Logistics: Third-party logistics
2016 State of Logistics: Ocean freight
View More From this Issue
Subscribe to Our Email Newsletter
Sign up today to receive our FREE, weekly email newsletter!
Latest Webcast
Getting the most out of your 3PL relationship
Join Evan Armstrong, president of Armstrong & Associates, as he explains how creating a balanced portfolio of "Top 50" global and domestic partners can maximize efficiency and mitigate risk.
Register Today!
EDITORS' PICKS
Regional ports concentrate on growth and connectivity
With the Panama Canal expansion complete, ocean cargo gateways in the Caribbean are investing to...
Digital Reality Check
Just how close are we to the ideal digital supply network? Not as close as we might like to think....

Top 25 ports: West Coast continues to dominate
The Panama Canal expansion is set for late June and may soon be attracting more inbound vessel calls...
Port of Oakland launches smart phone apps for harbor truckers
Innovation uses Bluetooth, GPS to measure how long drivers wait for cargo