How do you cope with the increasing complexity and volatility of customer demands?

Understanding your customers' wishes is job #1, but these are not imperious requirements; accommodating every change/whim is not necessarily good business. Define logistics platforms that deliver predictable service, built on fundamental trade-offs between (inexpensive) big but slow lot sizes, and decoupling points in the flow from supply to customer. I call this cost-to-serve analysis that allocates fulfillment costs to each customer. Compare that to gross margin and you get an adjusted profitability per customer/channel/industry/geography... You can then adjust the service promise to meet the segment profitability. Yes, it sometimes means you lose difficult customers. Just make sure they are not the ones pushing you to higher performance.

As working directly with delivery and collection system the main criteria is the customer! So on my experience related as late dispatch from International arrivals documents! I always have some courier motorbikes ready to delivery the first 9am and 10am documents as the must priority delivered, so I never get stuck with the freight departing the warehouse with priority delivery running late! Always helps!

An example of having a backup plan for laborers is critical in some organizations. The Springboard platform is helping to insure no loss of productivity in these setting. US only at the moment but working to expand in the future.

The first step to coping is understanding. At the beginning of the relationship time must be invested in documenting the clients unique needs. This is hopefully accomplished during the RFP process, so you can understand if it is truly a good fit. For managing the volatility, understanding the client's industry is key. And this is where segmenting your customers and having rep's assigned in those segments can be really helpful. The key though is understanding your own strengths and weaknesses then truly analyzing new clients under this lens to ensure you are not trying to right a square peg in a round hole.

understanding customer is key to success. The clear understanding of customer business is key information to serve them better .what we should know about customer is millions $ question. Its all about knowing customer and end user of customer. In nutshell everything about customer business vision , supply chain , logistics, inventory, erp , finance , once you know above develop intensive profile and 1st things you come up is DO'S and DONT' of customer , if customer is not end user then understand the end user business. Customer supply chain process, approval process , how they act and react on situation .gather customer feedback. Above information will make supplier is better position in managing customer

Technology must be available and actually leveraged. And data must be easily attainable and CLEAN. If you are able to leverage both, then you can set up processes to manage by exception. By investing in training and process mapping now in these areas you will be better prepared when AI tools become available to layer into good, clean systems. Training is key to maintain good data and technology adoption within your organization and with your customer.

Data - Clean data, with the right analysis, showing buying trends, factoring multiple factors such as inflation, pricing, geo political scenarios, etc., which category is more profitable and why, raw material planning, intimation about shortage of raw material in global markets etc., Logistics challenges etc. Etc.. Everything resolves around how the data is presented, and then crucial step is taking calculative decision based on data. There are many tools, software available in the market but to factor in so many variables and presenting the most accurate data has been a challenge since Ancient times. If for some reason the data is not available then, intuition always works :)

Agility and resilience is a must for a reliable supply chain. In the current environment where the customers as well as the overall canvas is so fluid you can not rely on the age old rigid systems. We need to leverage all possible avenues to ensure there is a customer delight and balancing the act in a manner to curtail any cost overruns in the process. To enable this there are numbers of supporting tools. The first one which comes to my mind is 3rd Party Logistics providers who can act as your extended warehouse and making sure the material is just a call away from the customer in case there is a demand. Cont.

Volatilty in demand is very often by caused by dynamics in the underlying macro or microeconomic context of business partners - in these periods winning in the overall marketplace can be facilitated by solving the task at hand collaboratively and providing solutions to our partners that make them better understand and tackle the challenge. Consequently, when the fog of ambiguity clears, relibilty of demand should return even if challenges will not seize to exist. Good example is the recent inflationary context where those suppliers could maintain or increase their marketshare who had a close connection with the trading partners.

Listen carefully, respond accordingly. Address the question with as few words as is possible, now is not the time to share how smart you think you are.

In case the customer has delayed delivery dated for their internal reasons and this is a standard product you can plan for replenishment in the next load and supplying this to the customer who is insisting for a early delivery. So you can kill 2 birds in one arrow. Third case is in case it is a made to order product and the customer needs the delivery to be delayed you can get in touch with the logistic service provider to see the cheapest route what might even have multiple transshipments this will add days for the customer and extra savings for the comp. There are further options that can be implemented with the service providers but the most important aspect is transparency across the value chain and trust between the parties

Navigating the intricacies of an automotive plant, where every minute counts in millions, comes with a shared understanding: none of us want the responsibility of a shutdown. In my role I've learned that building strong relationships and partnerships is paramount. By empathizing with their concerns, understanding their goals, and actively seeking feedback, we ensure smoother operations. Equally vital is our synergy with suppliers, carriers, and service providers. We leverage their expertise, resources, and capabilities to avoid disruptions that could lead to that unwanted shutdown.

From my perspective, as someone on the path to becoming a proficient Operations Manager, skill and capability development are a constant journey. I prioritize modern day understanding of the logistics industry, customer segments, and the evolving technological landscape. This includes staying informed about emerging trends, cutting-edge tools, and industry best practices. Strong communication, leadership, and teamwork skills are non-negotiable, ensuring seamless logistics operations. Moreover, while my MBA lays a solid foundation, I'm pursuing the CSCP designation to demonstrate my commitment to ongoing learning and excellence in the dynamic logistics realm.

In my role as an Operations Manager in training, I see additional dimensions to logistics. Sustainability is a top priority; we're committed to responsible practices amid evolving customer needs while minimizing our environmental impact. Our strong partnerships with suppliers and vendors are paramount. Collaboration within our intricate supply chain ensures seamless operations and customer satisfaction. International logistics, given globalization, is a focal point. Understanding diverse regulations, cultures, and markets is crucial for our success. The human element remains irreplaceable. We heavily invest in our workforce, nurture innovation, and prioritize safety because our people are the driving force behind effective logistics.