Supply chains consist of interdependent relationships within and between enterprises. No one enterprise dominates an entire supply chain, though many have tried. And because we who work in supply chains participate in these relationships, we need to learn to work with each other, if not together. We, therefore, require a paradigm shift. Most of usContinue reading “Shifting the Supply Chain Management Paradigm”
Tag Archives: supply chains
The Key to Managing the Future is to Anticipate It
We do a lot to foretell the future. Organizations and individuals invest heavily in analytics and software to know what tomorrow will bring. Some offer great potential as in the case of Google’s investment in artificial intelligence for wind energy. But just as much as it may be worth it to foretell the future, itContinue reading “The Key to Managing the Future is to Anticipate It”
Making the Most of Ishikawa’s Fishbone Diagram
Kaoru Ishikawa was a Japanese professor who championed quality improvement. He is credited with the formation of quality circles, groups of workers & supervisors who work together to improve their operations. We remember Kaoru Ishikawa for his namesake Ishikawa Diagram, more popularly known as the fishbone diagram, a tool quality circles would use to identifyContinue reading “Making the Most of Ishikawa’s Fishbone Diagram”
Solving Problems in the Midst of Crises
We who are supply chain veterans have encountered many crises in our operations. Over the decades since Keith Oliver (and Mr. Van t’Hoff) coined the term, supply chain management, we have had our share of challenging crises. But even as many enterprises recognise their critical importance, supply chains remained a not well understood branch ofContinue reading “Solving Problems in the Midst of Crises”
Engineering for Versatility, Not Resilience
When we analyse the gaps in our supply chain operations, it isn’t just about how wide the differences are in how we’re performing versus what we’re aiming for. It won’t only be about variances between targeted & actual results, but it will also be about how well we respond to and handle risks now andContinue reading “Engineering for Versatility, Not Resilience”
Engineering for Risk
The earthquake that hit Kobe, Japan in on January 17, 1995 lasted about twenty (20) seconds but with a magnitude of 7.3 on the Richter scale, it was enough to kill 6,400 people and damage up to 120,000 structures. The disaster disrupted the nation’s economy as the earthquake destroyed Kobe’s seaport, wrecked railways, roads &Continue reading “Engineering for Risk”
The Problem Map
When we undertake projects like constructing an edifice, assembling an airplane, installing new information technology (IT) systems, we first assess & plan the scopes & requirements. We confirm our vision for the project, do a reality check of what we have currently, and analyse the gaps we’d have to bridge or bypass. We identify theContinue reading “The Problem Map”
Industrial Engineers Don’t Need to be Certified
Many nations require engineers to be certified & registered before they can practice, or at least be recognised as authorities in their fields. Given that engineers, such as civil, mechanical, & electrical engineers, design & construct equipment & facilities which the ordinary public uses, it makes sense that governments insist engineers undergo extensive education &Continue reading “Industrial Engineers Don’t Need to be Certified”
The Reality Check
It happens all the time. We go to an off-site strategic planning session (or a seminar or workshop), bond with colleagues in teambuilding exercises, creatively come up with new ideas, and commit to action plans to implement them. As soon as we return to our workplaces, we go back to doing what we have alwaysContinue reading “The Reality Check”
A Supply Chain Vision with Specifics Would be a Remarkable Feat
Building the supply chain which we & our partners want begins with envisioning. We define a future state for the operational links between our enterprises and our suppliers, service providers, & customers in which we aim to achieve mutually beneficial strategic goals. A vision for our supply chains is not only a narrative about whatContinue reading “A Supply Chain Vision with Specifics Would be a Remarkable Feat”
Ellery's Essays 