Supply Chain Management Challenges

The end-to-end Supply Chain from the Supplier’s Supplier to the Customer’s Customer is the global context for both Large Corporations and Tier1/Primes (Customer) and small and mid-sized Manufacturing, Logistic, and Distribution Supplier (Supplier) competitiveness. In global Supply Chains, Customers face

▪ New norms of fiscal turbulence, supply disruptions, and volitivity that cascade across the Supply Chain and where the need for Supply Chain Resilience is paramount
▪ Increasing demand for Customization that drives new mandates for Supply Chain Management efficiencies and product and process innovations
▪ The impact of six (7) Industry 4.0 Digital Operations Technologies (Mobility, Cloud, Social Technology, Robotic Process Automation, Additive Manufacturing, Internet of Things, Blockchain, Artificial Intelligence) and five (5) Industry 4.0 Digital Insights Technologies (Big Data, Analytics, Predictive Modeling, Data Integration, and Data Visualization) that are accelerating Industry Group -specific Supply Chain velocities

Customer Supply Chain Maturation

As Customer’s Supply Chains mature to embrace and global competitive strategies, Suppliers must likewise develop strategies on the front end of engagement that reflect understanding of its Customer’s Supply Chain Management maturity stage as indicated in the following figure:

Figure
being edited by M360

Suppliers only prepared to engage with Customers with a Stage 1 or 2 type Supply Chain, will find it difficult to meet the demands of Stage 3 or 4 type Supply Chain. With up to 80% of a Customer value being in Supply Chain Networks (Suppliers, Distribution Networks, and Facilities), small wonder that concern for Suppliers’ performance alignment and Continuous Improvement is of paramount business interest for Customers as
their Supply Chain Management Practices mature commensurate their focus on sustained shareholder value.