How can you ensure supply chain alignment and collaboration?

In my experience, aligning goals and metrics are easy, but what is not easy is how you ensure all of these can be actually “measured”. Our supply chain adopts a modularization model, where the end to end comprises of more than a dozen providers who a. Don’t know each other b. Follows different IT and data protocols c. Have different technological sophistications. To truly make sure all goals and metrics contribute to the objective, a strong control tower is needed that normalizes, cleanses, and integrates all these different parties. Often times this is the harder part than aligning goals and metrics.

In my experience, successful supply chain alignment is about clear expectations and quantifying them in language that speaks to all levels of the supply chain organization (and beyond). The ability to drive these metrics and goals needs to be data driven via documented procedure with an agreed-upon audit trail. Collaboration requires strong support at the executive level, with clear communication channels to ensure expectations on each function/workstream with clear responsibilities and accountability. Lastly, it never hurts to have a project/program management office that isn't afraid to embrace the 'contrarian' role - to not only facilitate decisions made with data but also critically thought out and challenged where necessary.

A Victorious Supply Chain Alignment includes many factors, a few are below, -Encourage transparency operating in a way that generates openness between managers and their employees -Be proactive, not reactive anticipating problems and taking steps to prevent them from happening in the first place -Meet regularly with your suppliers & procurement/sourcing team provide you with the opportunity to ensure business alignment & address any issues in the supplier's recent performance -Establish & analyze key performance metrics start at the end point with the goals, objectives, or outcomes you want to achieve & then work backward. -Embrace a digital transformation: allows you to streamline developing and introducing new products to a global market.

In many of the supply chain articles I’ve seen lately, I am reminded of a great comment I saw recently posted here on LinkedIn that likened many of these articles to describing that “water is wet”. With a grin on my face, I am going to try in my coming workdays to get down into some more specific explanations when my team is analyzing demand variability. We use MAPE (mean absolute percent error), forecast accuracy (1-MAPE%), and forecast bias, looking for patterns that indicate to us that an underlying pattern exists that result in demand being consistently over or under planned. Pull out those patterns by collaborating with the forecast influencers (be it sales, marketing, finance, whoever), and work together to improve the signal!

Empower and foster cross-functional ownership. Do all the little steps, "standard work" executing the basics from top to bottom and bottoms up inside the systems of record.

I remember working closely with a multinational Shipper who was constantly grappling with delayed customs clearances. They were genuinely puzzled, not realizing the misalignment with their Suppliers and Customs Brokers was the culprit. Seeing their struggle, I suggested that we aim to reduce the customs clearance times by 30% in the next six months. We started monitoring key metrics, like clearance durations and documentation issues, and I introduced them to a real-time dashboard to keep everyone in the loop. The collaboration was transformative. By the fifth month, we'd slashed the clearance time by 28%! It was a proud moment, proving that with the right alignment and teamwork, even the trickiest global trade challenges can be tackled.

Aligning supply chains is more than congruence of logistics. It's creating a transparency and trusted framework. Technology has become a great enabler - but most companies particularly in transportation are not yet leveraging this to max impact, for example leveraging cloud, analytics from AI and ML or even developing further plans using generative AI. Most customers of logistics operators initially just want to know when they are getting their delivery. That fundamental visibility is something that technology can help support and provide insights on. Once that becomes a proven capability, these same customers are more open to further use cases being driven through technology to support their supply chain and business. In terms of align

An effective and frequent communication is essential because transport systrm has complex chain and processess and procedures must be taken under control to guarantee the highest quality of customers services.

Collaboration is the key factor for a successful supply chain as in the dynamic and competitive environment the nature of competition has been changed from organization to organization, rather than now supply chains compete. Collaboration among supply chain partners is considered as key tool to achieve the ultimate goal of supply chain ( customer satisfaction in a more competitive way). Collaboration helps supply chains to perform in a more sustainable way. Alignment of collaboration in supply chain could be a challenging task. Strategic alliance could be a strategy to allign the collaboration in supply chain.

Unlocking supply chain excellence hinges on two pivotal elements: alignment and collaboration. Leverage integrated AI-powered platforms for real-time visibility and data-driven decision-making. Forge strategic partnerships based on shared values, not just transactions. Open, transparent communication is the linchpin that ties these elements together, enabling a seamless, efficient, and agile supply chain

There is so much information involved in logistics transactions and it arrives at a fast pace and in high volumes. Emails and phone calls do not scale up. Systems ensure your routine logistics move gets executed. Phone and emails can then help you manage the exceptions.

The first question I am often asked is - how do i know where my stuff is and can i get product from A to B. At the same time, there are other customers who are leveraging technology well either in demand planning or logistics who are already benefiting and who are more open to seeking further competitive advantage through tech developments, be it AI/ML or even more nascent GenAI SC content. Proving value is the key to supporting customers making the journey on using technology to improve their supply chains.

It is recommended that manual analytics should be last option or not an option at all especially now when plethora of tools and application are available. Use appropriate solutions that integrate and provide users with a reliable data. Organizations that are embarking on transformation journey, should start small, focus on some key business processes or sub-processes and as business evolves and matures, expand the capabilities.

Transform your supply chain through technology and data—it's a game-changer for operational excellence. While it may seem daunting, especially for businesses still using traditional methods like paper and load boards, phased solutions exist. Start small, adapt, and watch your business evolve into a data-driven powerhouse.

While traditional tools of collaboration like emails still hold prominence, also due to official requirements towards attachments etc., a lot of solutions can enhance the collaborative experience. Simple tools like a Kanban board (whether on JIRA or Monday or even in a cloud-shared document) can go a long way in sharing what the status of a task is. A simple look into timestamps will reveal where the most time spent/lost is, improvement events can be implemented together further. Bottomline: There is no single solution that can generate best collaboration and alignment. The involved parties must establish honest relationships to foster an environment where different ideas can take shape for improvements!

I have found it helpful to breakdown the top drivers in our company's safety stock calculations in simple terms so our cross-functional peers have a better understanding of the various factors at play and how their decisions impact our resulting service levels. For example, I try to focus discussions around four key safety stock factors: 1) the weekly demand and how it might be changing 2) a product or service's lead time 3) the desired service level and 4) the concept of standard deviation which I typically call "forecast variance" or "demand volatility" to make it easier to understand. Though some follow the math easier than others, this forces more discussion around the whole supply chain than a specific item or odd anomaly.

A collaborative culture cannot exist without aligned incentives. Without alignment, participants will tend to serve their individual best interests which over time drives a lack of trust and in turn results in volatility as each side attempts to hedge the relationship to regain the upper hand.

Collaboration is key to achieve supply chain alignment and when this breaks down, it leads to confusion, delays and poor customer experience. I have found that the best way to achieve this is to provide full transparency across all departments and suppliers, even if this means highlighting weaknesses where all parties need to play their part to improve. For example, when we had everyone aligned to focus on the customer, it was quicker to resolve an issue instead of wasting time worrying whose fault it was. This positive approach to customer satisfaction led to some incredibly innovative solutions that we may have otherwise overlooked.

Teamworking is essential to improve performance of the organisation and to improve the quality of customer service and assistance.

Whether your a new company or not, the ability to understand understand the importance of collaboration is what sets you a apart. Regardless the industry, things are going to change. Technology is going to developed, restrictions are going to be implemented, and so forth. But, by understanding what it means and the value provide to work with others, all of these "new" things will be positive factors.

Select partners, suppliers and service providers based on criteria that include shared values, principles and a demonstrated collaborative nature. Don’t wait until the contract ink is dry, it may be too late.

Organize your thoughts before you communicate. Have you ever experienced seeing ping-pong emails with close to zero substance because the information on the emails lacked organized relevance? Having clear requirements and expectations build the trust in the conversation. All stakeholders will appreciate short organized and crisp communication, and so will your supply chain correspondents.

In supply chain , alignment and collaboration efforts all participants should use the same performance management system. They should build common Metrics , Targets and Joint monitoring progress. Most Companies avoid the misaligned incentives that damage so many collaboration efforts.

En un entorno global y dinámico, desarrollar resiliencia en la cadena de suministro es tan esencial como la alineación y la colaboración. Es el paso adelante para garantizar la continuidad operativa, independientemente de los desafíos que se presenten. La resiliencia también implica la capacidad de adaptarse rápidamente a los cambios. La resiliencia no es estática; es un proceso continuo. Implementar sistemas de monitoreo y análisis que permitan identificar áreas de mejora constante fortalece la cadena de suministro, preparándola para enfrentar desafíos futuros.