Subscribe to our free, weekly email newsletter!



Taking supply management to the next level

By Patrick Burnson, Executive Editor
September 08, 2011

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

image
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 .(JavaScript must be enabled to view this email address).


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!

Recent Entries

When railroads are doing business with a larger than large customer like UPS, it stands to reason, it can often be the best, and worst, of both worlds, depending on how things are going. That was one of the main takeaways from a presentation by UPS Vice President of Corporate Transportation Services Ken Buenker at this year’s RailTrends conference in New York.

While many market conditions are working against shippers, the most recent edition of the Shippers Condition Index (SCI) from freight transportation consultancy FTR shows that things may be improving, albeit slowly.

Newsroom Notes takes a look at some of the biggest stories and themes in logistics for 2014.

Even though China’s costs have risen and the U.S. has now surpassed Mexico as the preferred locale for relocating offshored manufacturing, advantages can be fleeting and the challenges great

Memphis-based FedEx reported solid fiscal second quarter earnings results today. Quarterly net income of $616 million was up 23 percent annually, and revenue, at $11.9 billion, was up 5 percent. Operating income at $1.01 billion was up 22 percent.

Comments

Post a comment
Commenting is not available in this channel entry.


© Copyright 2013 Peerless Media LLC, a division of EH Publishing, Inc • 111 Speen Street, Ste 200, Framingham, MA 01701 USA