What's Driving Your Supply Chain Innovation Efforts Today?

What's Driving Your Supply Chain Innovation Efforts Today?

In a 2013 white paper on this topic, The MIT Center for Transportation & Logistics defined supply chain innovation as "the combining and application of a mix of inventions, existing processes, and technologies in a new way that achieves a desirable change in cost, quality, cash and/or service." A lot has changed over the past 10 years. What is the primary focus of your company's supply chain innovation efforts today?

We asked members of our Indago supply chain research community -- who are all supply chain and logistics executives from manufacturing, retail, and distribution companies -- that question in February 2023.?

40% of our member respondents said that "To reduce costs/become more cost competitive" is the primary focus of their supply chain innovation efforts. Second on the list was "To deliver an enhanced customer experience" (32%).

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Source: Indago, February 2023 survey (n=25)

"We have multiple Agile teams set up to work on innovation projects," said one Indago supply chain executive. "Some advice to others: Be strategic when taking on projects. Select a few 'go fast' projects that will [provide] immediate [benefits] to the company. Many organizations fail when they try to take on too many projects, which stretches the bandwidth of teams who must support both the daily operations and enhancements/projects."

Another executive offered this advice:

"Unfortunately, we do not have a dedicated team focused on supply chain innovation efforts…All companies, irrespective of size and industry, should take a bottoms-up approach when innovating. Operators are aware of 90% of the issues while top management only knows about 1% of the issues. Innovations will be better if ideas are gathered from operators [on the frontlines] and discussed broadly amongst groups."

We also asked our Indago members "What supply chain and logistics processes are in most need of innovation?" and "What are the top barriers to supply chain and logistics innovation?"

For insights on those questions, Indago members can download the report at our website.

Does your company have a dedicated team focused on supply chain innovation efforts? What mistakes should companies avoid when trying to innovate supply chain processes? Post a comment and share your perspective!

This Week’s Indago Survey: Supply Chain Adjustments for 2nd Half of 2023?

We're a little past the halfway mark of 2023. It's like halftime at a football match and supply chain and logistics professionals are in the locker room preparing for the second half of the year. What adjustments do you need to make to finish the year strong?

Our Indago members are sharing their perspective this week. If you're a supply chain or logistics practitioner from a manufacturing, retail, or distribution company -- and you're interested in learning from your peers and taking this week's survey -- I encourage you to learn more about Indago and join our research community. It is confidential, there is no cost to join and the time commitment is minimal (2-4 minutes per week) — plus your participation will help support charitable causes like JDRF, American Logistics Aid Network, American Cancer Society, Feeding America, and Make-A-Wish.

Nick Blawat

Chief Executive Officer | High-Performance Team Builder | Organizational Growth Driver

1 年

I am pervasively befuddled by senior management inability to focus organizations on critical few initiatives that can be logically expected to yield outsized, strategic benefits if executed well... those that have broad and deep knock-on benefits. This is not a supply chain problem but the lack of focus seems particularly harmful in supply chain because jobs are already extraordinarily chaotic and piling in too many things is a recipe for mediocrity or worse. This quote from this article while thematically wise fails to emphasize those projects with knock-on (secondary or tertiary) commercial benefits... immediate benefit without expectations of long-term benefit is the epitome of flailing for the short-term. "We have multiple Agile teams set up to work on innovation projects," said one Indago supply chain executive. "Some advice to others: Be strategic when taking on projects. Select a few 'go fast' projects that will [provide] immediate [benefits] to the company. Many organizations fail when they try to take on too many projects, which stretches the bandwidth of teams who must support both the daily operations and enhancements/projects." #focusonwhatmatters

Stefan Reidy

Unify Supply Chains. Empower Collaboration. Amplify Growth. Transforming rigid supply chains into collaborative ecosystems of innovation.

1 年

?? The figures of 90% and 1% ?? mentioned in the paragraph are based on a conversation with a single individual. While no substantiated survey confirms these figures, I trust ?? them with my gut feeling. In any organization, it's critical ?? to have operators or subject matter specialists ?? who possess the essential knowledge to improve processes ?? and guarantee smooth daily operations ??. Their expertise is key ??? to maintaining efficiency. They should be aware of 100% of the issues??? On the flip side, management ?? should be gazing into the horizon ??, anticipating challenges and possibilities. This means exploring innovative approaches ?? and embracing fresh ways of doing things. Managers should also actively brainstorm and kick-start ?? new projects to drive growth and progress. Effective communication ?? is vital to bridge the difference between operations and management. Communication is the adhesive ?? that connects these two essential parts of an organization. It allows for the exchange of ideas??, feedback ??, and critical information ?? for aligning strategies. And through feedback, management should not simply know the details of the issues but grasp ??the total extent of the issues and their nature.

Subhash Chowdary

Founder at fiChains. Innovating Financial Supply Chains using Digital Assistants.

1 年

Adrian Gonzalez This was a really good post. The quote "....Operators are aware of 90% of the issues while top management only knows about 1% of the issues..." really nails it. The "1% of the issues" are prioritized and strategic decisions are made by management creating 90% of new problems and complexity and the beat goes on!! ??

Luis Armando Tello Bernuy

Director General en Centro de Pediatria y Alergias de Lima todo esto es correcto

1 年

SUMAMENTE importan te en el momento actual

Woodley B. Preucil, CFA

Senior Managing Director

1 年

Adrian Gonzalez Thank you for sharing this insightful post. I found it to be very informative and thought-provoking.

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