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Finish Strong® by Becky Morgan
5 minutes | Jul 21, 2021
Strategic Supply Chain Visibility
It's one thing to focus on eliminating problems between shipment and delivery, the typical point of supply chain visibility. It's quite another to discover there is a small facility in some backwater country that is integral to your entire supply chain. Visibility into the high level participants in your end-to-end supply chain is an important component of risk management.This podcast gives you an overview of how to get started identifying the players and the primary points of risk.
5 minutes | Jul 14, 2021
Supply Chain Visibility
The term Supply Chain Visibility is not well understood. Here I explain the meaning and how to get started with the tactical processes that support your efforts to receive supplies on time, and deliver to your customers on time. This data based exception identification and resolution status system, often called a supply chain tower, is less complicated than many think and gets to the level of detail that is required to solve very near-term impediments to performance.This is important when we care less about shipping on time and more about actual receipt on time, which should be all of us all the time.
3 minutes | Jul 7, 2021
IIoT Programming is the Easy Part
Industrial Internet of Things is the digitization of important variables, with that data converted into information that creates faster and better decision making. Business leaders often believe the software development part is the most challenging, but that's far from true. In fact, programming is the easy part of IIoT.The business decisions, the data to be collected and retained, and the actual integration of the information into decision making and directly into operations is the biggest challenge you will face. Think about those first, then add a few sensors, collect some data, convert it into information, and see how your integration plans work. Like every other major change in thinking, doing, or deciding, change management needs cannot be overlooked.
3 minutes | Jun 30, 2021
IIoT -- The Four S's For Your Data
The Industrial Internet of Things (IIoT) is by definition about the digitization of factors important to your business operations that is not currently captured as data. It could be temperature, speed, humidity, wear or any number of other factors. Digitization creates data, which must be converted into information if it's to be worth the time and effort to capture it. That information must enable or make better and/or faster decisions than would have been made without it. There are any number of business considerations in implementing worthwhile IIoT, and there are multiple data decisions that must be made as well. Today's podcast summarizes the four S's important in the design of your IIoT system: (1) Security, (2) Stability, (3) Scalability, and (4) Standards. Don't put those off!This 3 minute podcast includes explanations and examples of each.
5 minutes | Jun 23, 2021
Defining a Mission that Matters
It’s never about the product; it’s always about the value the product or service delivers to the customer. That’s where logic converts to emotion, and emotion is what involves people in the dream. Saying your mission is to be the best at whatever it is that you do, using whatever technology you use, is meaningless to the outside world. Do you think anyone states that they want to be mediocre or lousy? So how would that empty statement really excite others to join and support your journey? It doesn’t.Over a recent lunch we discussed his mission statement. His website currently states: “Our mission is to produce the highest quality vinyl records from both a sonic and aesthetic perspective at a fair price.”That is much better than most I see, but after I asked “why?” a few times, he responded that he is devoted to enabling people worldwide to enjoy listening to music that sounds as close to the original as possible. It’s not about vinyl records. It’s about the enjoyment of music lovers as they listen to his product, which does sound as close to the original as current technologies allow.Do you notice the difference? It’s never about the product; it’s always about the value the product or service delivers to the customer. That’s where logic converts to emotion, and emotion is what involves people in the dream.
4 minutes | Jun 16, 2021
Why Mission Matters
Mission, vision, and core value statements were once considered serious. And then fluff, because companies had them, but didn't live them. Thank goodness we’re never too old to learn!I have come to realize that Mission Matters! So do vision and core values. Together theyattract the people and partners you want, or chase them away. They provide atouchstone for how your organization intends to improve the lives of those ittouches, or a source of derision. They give a consistent direction to strategyand priorities, or aren’t even considered. No one creates company-specific definitions of those guideposts to sabotage marketperception, much less spurn needed resources. The walking away happens whenthose phrases are discredited by company behavior. Or irrelevance.Mission is not a tagline, nor a phrase copied from a different website. It is why yourbusiness exists. It attracts, or it repels. Or it promotes apathy.Your mission does not have to be world-changingand should not be quixotic. But if few share it, endurance will be elusive foryour company.
4 minutes | Jun 9, 2021
Learning by Observation
CEOs, COOs, and consultants like myself do NOT know everything. We shouldn't pretend to, nor expect ourselves to. We do need to constantly focus on learning, thinking, and applying what makes sense.We all too often overemphasize the differences and underestimate the similarities of our operations with that of others. Becoming skilled at recognizing which differences truly matter in a specific circumstance and which similarities allow us to learn the most is crucial to the effective leader of a manufacturing business.Lazy leaders believe that copy/paste is a step forward, when it is doomed to fail. For example, failing to comprehend the thinking system behind its tools, many see a Toyota tool like kanban and try to copy/paste it into our own operations. Toyota developed, and continues to evolve kanban and every other visible tool it has to address its own business challenges and its own current state. They don't have you in mind.When we observe others, strong leaders will focus on the thinking behind what they see that seems effective; then we ask ourselves how that thinking might make us better. Some of it won't. It's up to us to recognize the difference.That's why Toyota lets everyone, including its competitors visit its factories. No one can see what they do that makes them special, and the vast majority of visitors are seeking silver bullets, not entirely different thinking. You and I can learn by observation, listening, and thinking. The first two without the third are dangerous. The third without the first two is stymied by our own myopic blinders.Let's actively prioritize learning from everything we observe, and applying to our own businesses the thinking that helps us move forward.
4 minutes | Jun 2, 2021
Move Forward Now, or Delay?
Inconvenience and risk are present in our manufacturing businesses every day. Some should not prevent us from moving forward now; others represent to much potential risk -- probability and/or severity -- and require delay as we better understand and plan.You likely do much of this in your head daily, but may not realize that all your employees do the same things. You are not likely aware of what assessment process each uses.Worker accidents often emanates from failure to understand risk, or the belief that management would expect them to not let a little inconvenience keep them from moving forward.I encourage your to blatantly discuss out loud your decision making assessment so employees can begin to understand the level of risk the company is willing to accept. And please make clear that taking a chance that could involve an accident is something the company wants no one to do, ever. Help your employees actively understand the concepts of risk identification and assessment, and how to align their decision making with the company risk tolerance.Move forward, or delay? Clear communication of actual decision making criteria can reduce fear of second-guessing and speed your organization's progress.
6 minutes | May 26, 2021
Lean vs TPS -
Last week’s podcast exposed my frustration with executives and journalists who claim to understand lean but obviously, to me and my opinionated thinking, do not. Today I will share a few of the critical distinctions that underlie my passion.First, when I hear the word “lean” I immediately think of the Toyota Business and Toyota Production Systems. The 1991 one book, The Machine That Changed the World, shared the findings of the Massachusetts Institute of Technology's $5 million, five-year study on the future of the automobile. This book made the term lean production known worldwide. The association with the word “lean” and Toyota’s “they’re doing something different there” performance got the attention of many manufacturing leaders.Because no company wants its named operating system to refer to a different company, Ford has the Ford Production System and Danaher has the Danaher Business System. The majority simply refer to what they are doing as “lean.” The problem, for me at least, is that the word “lean” has no consistent meaning across, or even within, companies. But the word is used as if it reflects a specific operating system approach. It does not. For example, a company will say it uses Kanban, a tool from TPS, as evidence they are lean. That tool, to Toyota, reflects a stopgap measure on their way to creating flow. It is a system they designed to meet their needs at the time. Toyota has modified that tool many times, and differently to reflect various conditions, as it becomes closer to the ability to flow. Whether it involves a card or not, is irrelevant. The information on the card is irrelevant. What is relevant is that Toyota uses it as a means of scheduling, inventory control that the people involved in the process design and manage. It is used between various process steps to highlight currently necessary interruptions to flow, which are then attacked. Kanban is not the goal for them, nor has it ever been, nor will it ever be.The Toyota Business and Production Systems are ways of thinking and behaving, not a set of tools. A tool may evolve out of thinking to solve a problem or generate an opportunity. Tools are not the purpose nor the goal for that company. They are simply a means to an end, with the focus always on the end. While I have been to many Toyota facilities, and have invested time with many current and former Toyota leaders, I know enough to know I understand very little of TPS. But I passionately understand that. JIT, the subject of last week’s rant, is a goal driving many Toyota efforts. It is not an inventory management method. To any and all who want to use Toyota, or another leading manufacturer, as a model for thinking and behavior, please do not believe that copy/paste is the answer for you. It is not. That thinking is one of the primary distinctions between TPS and lean proponents.
6 minutes | May 19, 2021
JIT is NOT the Problem!
The Wall Street Journal and the New York Times are fact-based high-quality newspapers. Each has acquired ‘political leanings’ in some of their writing, but for business articles they are widely respected.Each has recently published a poorly researched and factually incorrect article about the impact of the current supply chain upheavals on the preponderance of Just-in-Time inventory strategies in American manufacturing businesses. The error is in believing that their sources understood JIT and had discovered some new failing.They were right in stating that JIT was originated by Toyota. They are right in that many manufacturers are moving as quickly as they can from minimal inventories to holding significant quantities in storage to protect themselves from future supply interruptions.The authors were wrong in believing and writing that those manufacturers ever understood JIT or had implemented the concepts wisely. JIT is so much more than lowering inventories, but few chose to do all the hard work that effective and managed JIT involves.Why has Toyota not suffered the chip shortage the way their automotive competitors have? Because several months earlier they had acquired a significant quantity as they foresaw the potential for a significant supply issue. That wasn’t luck. That was supply chain visibility and risk management.JIT was never intended to be an inventory strategy. It was always a means for Toyota to highlight problems in the system and address them before they could become severe. That is the point that both articles missed completely. And apparently their sources simply did not understand that incredibly basic aspect of the JIT philosophy. Which means their manufacturing businesses think they are lean but do not understand what that means at all.So now those companies are back to high inventory dollars and all the problems that come with that. They’ve learned a lesson from the current crises, but the wrong one! It is not JIT that failed. It was the leaders who believed JIT was an inventory management system that failed.Supply chain visibility is not a digital transformation catch phrase. It is one element of building a resilient manufacturing business. As you analyze what works and what doesn’t for your manufacturing company, always dig deep to understand WHY. Luck or current conditions can make you believe things that simply are not true. So can failure to identify and track the underlying assumptions you make. And sadly, so can reading Wall Street Journal or New York Times articles that rely on ill informed sources and lazy journalists.
5 minutes | May 12, 2021
Don't Accept False Choices
When I was growing up in manufacturing a primary point of friction between leadership and production workers was “quality or quantity.” Leaders did not understand what was so irrational about their expectation; the two should not be mutually exclusive. The production workers, however, who worked with existing processes, couldn’t see why management would expect such a thing when their day-to-day experience was that a choice had to be made.Yet today, I see comments on LinkedIn about the requirement to choose two of the triumvirate of cheap, fast, and good. This is another false distinction, just as was quality and quantity.In new product development we are told that we must choose between budget, timing, and good design. This is another false choice that exists because we haven’t figured out how to meet budget and schedule while creating excellent design. That doesn’t mean it’s impossible, just like quantity and quality were never mutually exclusive. Solutions rest not on demanding a more likeable schedule and budget or reducing product expectations, but on answering the question: “what is preventing us from accomplishing all 3?” Why do people still accept false choices? Because it’s easier to think “woe is us” than to dig deep to determine what’s making us believe the choice cannot be overcome. Let’s get over that today. That doesn’t require that we know exactly how to eliminate a perceived contradiction, but that we recognize what it is and that we commit to figuring out how to eliminate it. “Because it’s hard” is no reason to be stuck tomorrow with today’s challenges.
6 minutes | May 5, 2021
Your Age of Discontinuity
I wish we would all quit acting like everything was “normal,” implying steady and predictable, before Covid. It’s like we’ve all decided to recall “the good old days” the way octogenarians do. What has really happened is that we were comfortable with the types of ongoing constant change, something unexpected happened that impacted all of us around the world, and we act like all the ongoing constant change we now experience is something different. It’s not.Peter Drucker’s book The Age of Discontinuity; Guidelines to Our Changing Society was first published in 1969. While hardly the first major treatise on our changing world, his is well known. He pointed out 4 primary discontinuities impacting the world then, and those 4 impact us still.First, he mentioned technology. We’d all agree that technical developments impact all of us today. Next, he described the shift from an international economy to a world economy. Sure feels like we’re there right now also. As a matter of fact, Covid woke many to the true world nature of our everyday lives. Talk of reshoring is primarily that: talk. Yes, a few governments will identify some truly strategic supply chain sources and consider a national strategy to ensure more reliable supply. Fear of China controlling many resources and technologies and its threat of conquering Taiwan – the major source of semiconductors to the world – will have a much bigger impact on adjustments to world sourcing than Covid ever would. We will continue to be a global economy.Drucker’s 3rd discontinuity was “a new sociopolitical reality, embracing business, government, and other pluralistic institutions.” That surely sounds familiar and current to you. His 4th was “the rising importance of knowledge and of formal education, with resulting implications for work, life, leisure, and leadership.” He recommended major changes to our educational institutions to provide more flexible and appropriate “on demand” educational opportunities. Another very familiar topic.In our lifetimes, and before, there has been constant change, and most of it for the good. My mother much prefers indoor plumbing and electric lighting. I much prefer my reliable and safe automobile that I chose based on internet research. Each of us can name many things we find improved over a year ago, and the pandemic was underway then. Different does not mean bad or worse.If you think the “old normal” was great, and eagerly anticipate a return to it, life won’t be easy for you. The human species does not move backward; we move forward. You may not like all the new options and challenges, but it is more productive to accept that they are coming tomorrow, and again the day after that.Discontinuity is continuous. Even the broad drivers remain similar over decades. Stop looking for any “normal” other than that of discontinuity. That is what is normal, and it is what was normal last year too. I encourage you to make a list of the top 5 things that impact your daily life negatively that have changed dramatically in the past year. What are the odds of them returning to prior status? If high, then stop fretting and simply wait; if low odds, wrap your head and emotions around succeeding in the newness tomorrow will bring. I hate that I cannot travel internationally now, but I will again. It will be different, and better in many ways.
5 minutes | Apr 28, 2021
Attracting the Best Candidates
As manufacturers are searching high and low for employees, it is crucial that we not make bad hiring decisions out of a sense of desperation. A warm body is not what you need. Today we’ll dig into how to attract candidates who can help you create a future that you can’t even predict well right now. Technology is the future of manufacturing, yet we need other than technologists. We need to identify those who can help us learn, change, and grow as an organization. Machines make better machines than people ever will. And conversely, people make better people than machines ever will. Hiring people for repetitive and low-thinking tasks is an extremely short-term strategy. No one will be happy with that. Trying to automate judgement, creativity, passion, and fascination with learning will fail. Start by determining if you really need a person or if you should pursue task automation instead. Many roles are repetitive and require only rules-based decision-making. Physical automation can handle much of the repetitive rules-based decision-making work in production arenas. A good candidate can be wasted if we’re not careful. We don’t need bad ones.If we want people who can and will think, we need to provide them work opportunities where thinking is integral to the job. Most employees can do much more than is asked of them. At virtually every one of the clients I’ve worked with over 30 years, I’ve discovered employees with great potential who management considered high-maintenance complainers, and others management liked who only did what they were told. Does leadership style attract, develop, and retain the kind of employees you need? Are the job roles offered consistent with the type of employees you need?Perhaps before you look for candidates it is worth looking at the actual work. Eliminate or automate lousy work. Your company will be a much stronger magnet for people who are creative, passionate, and fascinated with learning. Those are the ones fundamental to your company’s success. Becky MorganMorgan@FulcrumCWI.comhttps://www.fulcrumcwi.com@Fulcrumcwihttps://www.linkedin.com/in/beckymorganfulcrum/
5 minutes | Apr 21, 2021
Improve Your Supplier Base
Today I will be sharing ideas with you about selecting suppliers for your manufacturing business. It is NOT based on the lowest purchase order price, and if you think it is, you or your boss are very short sighted. Let me explain a better more productive process.Which is better for your organization: paying $1 each but they are sometimes late and sometimes have bad ones mixed in with the good ones, and invoices are often wrong, OR $1.02 each but they always arrive on time with excellent quality and invoices are never an issue? Let’s say you buy 1,000 of these each month. The difference in PO accounts payable would be $20. That easily pays for the better performance of the 2nd supplier. Even if you buy 100,000 per month, the $2,000 difference is more than paid for by your internal efficiencies gained. In fact, the more you buy, the more your internal costs for dealing with the lower PO price supplier. With his performance problems he will rarely be the smart business choice. But he might be.Could the 1st supplier bring value to your organization with industry trends he sees, by recommending changes during your product design that save you money and increases performance, on providing an environment for his workforce that is aligned with your core values? In this case he may be the better choice, as he is likely willing to have you help him improve quality in both product and invoice processes.You see, true commitment to core values and mutual dedication to joint improvement of competitive advantage speaks highly about your organization, and his. That means your employees are less likely to read your core values plaque on the wall and laugh as they see how you select suppliers. They will see mutual respect is a total commitment, not just a convenient theory. Those reactions will enhance their dedication to doing their best for you and your organization as they see how you contribute to making their job easier. Now, your accounting group may tell you that you’re overpaying if the PO price of your chosen supplier is higher than someone else’s, but they will be wrong. It’s just that PO price is easy to compare while all the improved trust, mutual development and cooperation is harder to measure. You’ll know it’s there, and your supplier will know it’s there, but you accountants may not. It will show in the bottom line, but not in the Cost of Goods Sold where they expect it to be.It’s your job to make your organization more competitive as you support the mission and vision in concert with core values. That definitely involves working with the supplier to lower his costs so he can lower his price to you. It does not mean throwing out an excellent supplier because of a few thousand dollars that aren’t real anyway.I encourage you to define what you believe are the attributes of an excellent supplier who will help your organization improve. Discuss that list with the CFO; cost accountants may well not understand what you’re showing them. Reach agreement on those characteristics with the CFO. Then evaluate your current suppliers for consistency with that expectation. Help them understand your expectations and how you will listen to and support their needs in providing them. If they have no interest, it may well be time to search for alternatives. Now you know how to evaluate those options. You will see a logical priority evolving from knowing how many you need to replace, their current negative impact and the resources you have to bring on a new supplier. That costs also. But over time, if you want the best suppliers to help your company succeed, this is a process that must begin. I hope that most of your suppliers are willing and able to work with you for mutual advantage. For those who are not, there is much more to implementing this than I can explain in a 5-minute podcast, but you know where to start!You know how I’m going to close this podcast: Start now, and as always, Finish Strong.www.fulcrumcwi.com
5 minutes | Apr 14, 2021
Getting From Here to There
I hope you have a mission for why your manufacturing company exists, and that you have some kind of vision for what it should look like in a few short years to ensure you’re closer to accomplishing that mission. Your business is somewhere right now. You haven’t accomplished the mission so where you are now is insufficient for where you intend to be. That tells you that no matter where your company is right now, it has to be in a different place in a few months and an even better place 6 months after that, if you are to bring the vision to reality.The question is “how?” What do you do to get from here to there?Logical steps to take in moving from here to there are:1) If you don’t have clarity of why you’re in business – your mission – I suggest you work on that. It drives everything else. Without it, your organization is taking a random walk, which is hardly the foundation for building an enduring manufacturing business.2) Complete a hard-nosed assessment of where you are now on the important “chunks” of your business3) Complete a hard-nosed assessment of where you need to be in 6 – 24 months on those chunks4) Specify what those gaps mean5) Identify each considered change to close the gaps either foundational, or strategic. Prioritize the gaps in terms of reduced risk or requirement to move forward, and then fold that into your operating improvement and strategic plans.None of these steps is particularly easy, but you will become better with practice.You know how I’m going to close this podcast: Start now, and as always, Finish Strong.www.fulcrumcwi.com
5 minutes | Apr 7, 2021
Why is Transformation so Difficult?
Everyone says they have, want to, or will transform their business. Few do. The digital transformation looks more like adding sensors than any significant change so far in most manufacturers. But transformation is crucial to the longevity of your business. It’s not a one-and-done activity and is never for the faint of heart. Perhaps that’s why the average lifespan of manufacturing businesses is falling. So what makes successful transformation so difficult?Well, first and foremost, a vision of the future is required. What are you transforming from, and to, and how will you know when it is successful? Implementing ERP is hardly transformation. Entering a new market is rarely transformational. Both are decisions that change the nature of work for some, but neither assures a healthy business five years from now. Another impediment is lack of commitment. We want it and we want it now. We are no different from our customers in that regard. I encourage you to think deeply about your business: its present, and its future. Where do current markets seem to be headed? Which markets could disappear, or become disrupted by different thinking? The answer to those last two questions is all of them! Envision the possibilities, commit to leading your team with unbridled passion and energy to accomplish the organization’s mission consistent with those possibilities, and identify a first step worth taking. If you can’t provide unbridled passion and energy to the transformed next future of your company, the first step worth taking is to identify who can. Ensure that person lives and breathes your core values, cares about your mission, and can accept the baton from your outstretched hand to lead the transformation that must come. That’s not failure on your part; that, my friend, is success.Start now, and as always, Finish Strong.www.fulcrumcwi.com
5 minutes | Mar 31, 2021
How Fast Should You Improve?
Today’s topic is “how fast should your company improve?”While the bottom-line answer is the same for most all manufacturers, it is worth first looking at the question by size of company.Small manufacturers face a challenge just getting orders in and out and all too often don’t focus on making significant improvements. That last part is why so many of them struggle to grow or to catch their breath. It’s the well-known conundrum of we’re too busy to figure out how to do it better.Mid-sized manufacturers, those generally between $100MM and $1B, have systems and processes in place to facilitate order processing, as well as non-value-adding functions like accounting, scheduling, and engineering change management. In this range the challenge is often complacency from a healthy balance sheet and confusing meaningful progress with starting each inning on 3rd base.Those over $1B in sales have the resources to improve quickly, but often insist that it’s much harder to turn a large ship than it is a small one.So while the reasoning is different, most manufacturers have excuses for why they improve at the rate they do and not faster. No company is too big, or too small, to fail.Amazon made Sears irrelevant. Uber made taxis a dying breed. Smart phones made pagers and landlines things of the past. Craft beers made Budweiser and Miller-Coors cry. The internet killed newspapers and the stupid business model they had relied upon.Here’s what each of you needs to do:
5 minutes | Mar 24, 2021
How User Controlled Pull Impacts Manufacturing
People want what they want when they want it. That’s hardly a crazy concept; just one most manufacturers don’t believe applies to them. But it does. The JIT concept has been saying that for a long time, but again, many manufacturers didn’t believe their customers really wanted or needed that.Here’s the thing: No one cares how hard your business is, or why you find it so difficult to provide what is needed or wanted at the right time. The more widespread this expectation becomes, and it is already embedded in the life of most consumers, the less willing your customers are to live with a lower level of delivery performance from you. You think B2B is different from consumer goods? Your customers are consumers too. Customer expectations continue to evolve, and all of it is more in the vein of “I want what I want when I want it and where I want it and just exactly like I want it.” That is not going to reverse itself, hording toilet paper to the contrary.No manufacturer can afford to continue to make large lots with long lead-times with limited customization while expecting customers to pay for inventory impacted by an engineering change. You may not like it, but it is true, nonetheless.Here’s the question for you to ask, and then answer, for every aspect of your business: “What would it take to….?” The end of that question could be “to cut lead-times in half,” or “to cut lot sizes in half,” or “to implement customer requested changes in under an hour,” or anything else. User-controlled pull is one aspect of evolving, but reasonable. customer expectations. There are others. Like location-independence. Start asking the questions today, answer them, take action, and then ask them again. And of course, with each step in the process, Finish Strong.
4 minutes | Mar 17, 2021
What is Strategic Inventory
While the integral role of supply chain, which includes inventory decisions, has become more obvious to everyone, and college degrees in supply chain are increasing, many manufacturers still see it as a renamed purchasing department. Effective procurement is an important profession, but it does not define nor integrate inventory strategies into the company mission, core values, and strategy. If anywhere at all, that is likely the responsibility of planning or scheduling, or supply chain. But do any of them really do that for your business? Setting up parameters in your ERP system is not strategic inventory management. Nor is negotiating for volume discounts with suppliers. Both of those may be worth doing, but neither adds value in a vacuum. Most inventory decisions today are based more on supplier pricing, lead-times, and financial scenarios. A company that is currently highly profitable pays little attention to inventory, until sales and profits sag or a major outage occurs. Then, all the sudden, things change.It is important to gain meaningful understanding of the role of inventories in the business and operations strategies, and in accomplishing the mission consistent with core values. That is not a one-hour meeting. It is developing strategic thinking skills and line-of-sight connections from individual decisions to those elements. One good question to start with is: “how would we know if our inventory strategy supported our mission, core values and business and operations strategy?” Follow that with: “what changes to our inventory strategy could improve that interconnectedness?”
3 minutes | Mar 10, 2021
How to Learn From Experience
Well, you’ve certainly had a chance to see just how strong your supply chain is, as well as how well your organization can plan and execute shifts in volume and mix. More importantly, you have likely seen weaknesses in the multi-level understanding of the supply chain, including towards the customer. As you’ve gained 12 months experience dealing with how this particular pandemic impacted your business, it’s important that you no longer let it absorb more attention than it needs to. Now is time to strategize your future, using what you’ve learned. I challenge you to answer these 4 questions:
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