Driving greater value in business through collaborative supply chains

By Noman A. Lutfi

Gone are the days when the supply chain only worked as a support function of a company and was driven by the business. In those days the supply chain function was treated as a technical function in organisations and only ran processes and supported the business largely by helping boost technical efficiencies. During this time, procurement, planning, logistics and so on worked under commercial functions.

In the last two decades, however, the supply chain has emerged as a business enabler and a function within a company that drives greater business benefits. In companies, a supply chain manages the supplier for greater cost efficiencies on the back-end and customer services to help products reach the consumer at the earliest possible time on the front-end.

Today’s supply chain also contributes heavily to the cost and cash decisions of the company. Structured cost saving programs have direct impact on a company’s margins and can make them more profitable as well as enable them to drive better value to the consumer. Stock management is yet another area where better management of raw materials and finished goods creates cash for the business to invest on its brands.

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Green Supply Chain News

images[4]Green Supply Chain News: NASA Researcher Makes News with Claim that Global Warming Impact is far Overstated, but Opponents Question the Source

Far More Heat is Radiating Out of the Atmosphere than Current Models Say, Roy Spencer Says; Countercharges come Fast and Furious

- Aug. 2, 2011 -

By The Green Supply Chain Editorial Staff

There was potentially big news in the global warming ecosystem last week, as NASA researcher Dr. Roy Spencerpublished a paper that claimed to show “a huge discrepancy” between the real levels of atmospheric heating and forecasts by the United Nations and other groups.

That would be big news indeed if true, as current predictions relative to the potential damage that environmental groups believe is likely from global warming would have to be scaled back substantially, meaning CO2 mitigation programs such as cap and trade or carbon taxes could be downsized back or slowed down substantially.

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Unilever Tops List of Sustainability Leaders

sustainability[1]Unilever Tops List of Sustainability Leaders

By Leslie Guevarra

Published April 11, 2011

Unilever vaulted to the top spot in a list of global corporate sustainability leaders, according to results released today of the latest SustainAbility Survey conducted by research firm GlobeScan Incorporated and SustainAbility Ltd., a think tank and strategy consultancy.

Some 559 sustainability experts from corporations, government, non-government organizations, academia and entities that provide services, such as consultancies, participated in the online survey last month that focused on perceptions of sustainability leadership.

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Customer Sacrifice is Different than Customer Satisfaction

customer-satisfactionCustomer Sacrifice is Different than Customer Satisfaction

By Dan Gilmore

July 13, 2006

There’s an important difference between the level of customer satisfaction, and the amount of customer sacrifice.

That’s an interesting insight I learned earlier this year during a great presentation by James Gilmore (no relation) at the Georgia Tech Supply Chain Executive Forum.

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The 12 Myths of Procurement

cipsBy Guy Callender, PhD, FCIPS, CPA CIPSA Foundation Professor Professor and Chair of Leadership in Strategic Procurement Curtin University of Technology

Most developing professions gather misconceptions about their past and present state of development. This paper briefly addresses a series of myths that I believe are still associated with Procurement or purchasing (this, perhaps, is the first point of divergence). The myths are expressed from an Australian’s perspective so readers in the UK and in other countries may wish to take issue with some of my comments, as, no doubt, will many Australian Procurement leaders. Hopefully this will lead to the discussion ‘we had to have’ (Keating, 1990).

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