Engineers are accustomed to working with tangible things like machines, electrical circuits, infrastructure (e.g., roads, bridges), plumbing, and information & automated technologies. They don’t quite get involved with intangibles like supply chains. Nevertheless, there is a need for supply chain engineers.
Supply chain engineers (SCEs) study the input & output of activities occurring within and between links, not to mention they also examine the interactive relationships that make up these links.
Building supply chains has some similarities with building houses.
Before we build a house, we first not only envision what it would look like inside & outside, but we also imagine what it would be like living in it.
Do we foresee, for example, a multi-level residence including a basement and attic? Or do we favour a one-storey bungalow with a spacious backyard? The house we dream of would not just be a physical and aesthetic structure, but it would also be a place that would be in line with the routines we plan to do when we move in.
We typically consult architects about our visions for the houses we want to build. Architects are trained & experienced in designing buildings and bringing them to life in the form of drawings and models.
After we & the architects finalise what we want our house to look like, we then would seek contractors, typically engineers, to help us how we will build it. Engineers draft detailed blueprints, bills of materials, project schedules, & cost estimates based on the approved architectural plans. Construction follows when we sign off on the proposals and the contractors get to work.
We deal with multiple relationships when it comes to supply chains. It wouldn’t be logical to envision what we want our supply chains to be without discussing it with our partners, who not only are the neighbouring departments to our workplaces but who also are our suppliers, service providers, and customers. The purpose of communicating our ideas with our partners is to work together with them towards a common vision. It is not only us but also our partners who have stakes in the overall supply chain in which our enterprise is only a part of.
When we start exchanging ideas with our partners, I would advise that a supply chain engineer (SCE) already be in the loop of the conversation. Like our consulting an architect to designing a new home, SCEs should be present when we and our partners are envisioning the supply chain we want.
SCEs help us picture what and how our and our partners’ operating relationships would be like. SCEs visualise and assess operations via their expertise via tools such as value-stream mapping (VSM) and process flow diagrams. They help establish monitoring systems, and analyse performance from these systems to assess the health of supply chain relationships.
SCEs embed themselves in the relationships between supply chain partners. They strive to understand individual partners’ views of supply chain operations and find out the ideals they pursue. Unlike projects where engineers work with single clients, SCEs work with partners from one supply chain tier to the next, as they find the common ground which would become the foundation for a shared vision.
The supply chain engineers’ role is not to build teams but to build supply chains. SCEs don’t get involved in interpersonal issues. If there are partners who have personal conflicts with one another, it’s best they iron them out first with the help of their superiors or via consultation with organisational development professionals.
SCEs, however, can assist partners in addressing crises in their operations, especially if the crises are negatively affecting operations of other partners upstream or downstream the supply chain. SCEs solve problems as any other engineer does; they help partners fix supply chain crises and put out burning platforms.
The purpose of envisioning with supply chain partners is grounded on mutual benefit. It’s not charity, nor should there be hidden agenda for the self-centred aim to get something out for oneself. It is about individuals cooperating to achieve results in which everyone reaps positive gains.
Supply chains are comprehensive and complex. SCEs help partners make sense of the intricacies of individual operations and how they all tie in together. They can feedback insights to help supply chain partners cultivate ideas about what and how their supply chains should operate.
When we build our houses, we have a vision. The same holds true when we build supply chains, except the vision must be a shared one with partners. It’s not teambuilding, but collaboration towards mutually beneficial outcomes.
Envisioning via engagement with SCEs is a crucial first step in building the supply chains we want.
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