MY TIME IN SCM: HOW IT MADE ME A VALUE CREATOR

It isn’t easy

Company leadership can deliver purchasing, procurement, logistics, or strategic sourcing value to shareholders by either increasing revenues or by decreasing costs.? An increase in revenues can be accomplished by raising the prices of products or services or by increasing the volume.? A decrease in costs could be achieved by reducing labour cost (cost of employees), reducing the cost of process and waste, or by reducing the cost of products and services (Monczka, Handfield, Giunipero, & Patterson, 2016). Kauffman & Crimi (2004), identified and demonstrated proven techniques that achieve real cost savings from supply chain management (SCM), and provide information on how to apply these techniques in various business situations.?

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Most supply chain professionals have knowledge of supply chain management, but many find serious challenges in achieving actual cost savings from the above-mentioned concept (Kauffman & Crimi, 2004). From my time in SCM, I was able to not only gain extensive knowledge and experience in supply chain management, but also applied market intelligence and economics (Kongnetiman et al., 2011; Walters et al., 2002) to create organizational value.

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Throughout this process, I have applied three key factors to create value:

• Innovative. Innovation and creativity are often being used synonymously, but for an idea to be considered innovative, it must also be both novel and impactful (Boyles, 2022).
• Collaborative. I define collaboration as when two or more people work together to accomplish a common goal. The collaboration must be purposeful.
• Strategic. Being strategic in my case refers to the process of using my skills, ability, knowledge, and experience to project an intended direction. But at the end the strategy must be result-driven.

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If you have any questions or comments, please reach out:

LinkedIn: https://www.dhirubhai.net/in/stanleykongnetiman

Personal website: https://www.stanleykongnetiman.com

Jackie Rafter, MBA Jan Wood Linda Kongnetiman-Pansa Ph.D., RSW (AB, BC, NL, ON, NS) Nicole Johnson David Fletcher Genaro Cortes Chris Ziebart Tina Francey Simon Palamar Gail Bitternose, Nehiyaw, MBA CED Candidate Daxesh Shah Tamara Goddard

Works Cited

Boyles, Michael. "Innovation in Business: What It Is & Why It's So Important." Harvard Business School Online (2022).

Kauffman, R. G., & Crimi, T. A. (2004). A Best-Practice Approach to Transforming Global Supply Chains. 89th Annual International Supply Management Conference, (p. 6).

Kongnetiman, S. A., Fan, W., Walters , P. O., & Osgood, N. (2011). Regional Economic Growth and Municipal Financial Planning: An Application of A System Dynamics Model to Calgary. Proceedings of the 29th International Conference (pp. 65-66). Washington, DC: System Dynamics Society.

Monczka, R. M., Handfield, R. B., Giunipero, L. C., & Patterson, J. L. (2016). Purchasing & Supply Chain Management (6th Edition ed.). Boston, MA, USA: Cengage Learning.

Walters, P., Kongnetiman, S. A., & Jamal, I. (2002). A Municpal Fiscal Impact Model: Real-World Policy Modelling. Proceedings of the XX International Conference (pp. 145-145). Palermo, Italy: System Dynamics Society.