No matter how well your team has done its supply chain planning, it seems like exceptions always keep arising and you’re constantly in fire-fighting mode. Why can’t things ever go to plan? In reality, however, the “unexpected exception” really needs to become the “expected exception”, because they certainly seem to happen often enough.
But how can supply chain deal with these expected exceptions in a way that won’t keep driving everyone crazy? Consider some examples from other business functions: before the 1990s, sales teams had very little insight into forecasting, but now they are able to do so with surprising accuracy. In IT, as their responsibilities grew to cover multiple technology systems, so did their need to manage too many service requests across them all. In both cases, they developed a means to have oversight over the entire business process and centralize the responsibility for managing exceptions that arose. These lessons can be applied to supply chain as well to better handle the unexpected.
In the case of supply chain, the issue isn’t so much about operations (because supply chain operations are already a core focus of your teams), it’s about the ability to collaborate quickly and effectively when an exception deviates from the established plan providing visibility into top issues and their causes. Forward-thinking organizations are creating Centers of Excellence for their supply chain:
In this brief, you’ll learn about:
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