HP publicly debates getting out of the PC business. Nokia’s market-share has slipped to less than 30% of the market for the first time since 1999. RIM’s “crack-berry” is withering in the sun of iPhone and Android. What’s it all about? And what impact do these OEMs’ market challenges and their operational responses have on their partners – especially the 3rd Party Logistics Service providers and the Electronic Manufacturing Service providers? These partners took over the management of large portions of their OEMs’ supply chains – taking on the assets and associated labor required to operate them. Is there a shift going on with these OEMs that could force major strategic decisions on the part of the 3PLs and the EMS providers? We have some thoughts about this. How about you?

The importance of being “people centric” in all things is a learning that has grown with me as my career evolved from Industrial Engineer to SC/Business Consultant constantly dealing with change. You can have the best idea or plan but are unable to get that shared vision buy in from and with others. Respect for each individual and asking questions about what they think and then testing your understanding of what they said to you is critical. Being on the same page at the same time and having that “shared vision” is critical in the improvement of relationship,organizational and functional stove pipes to enable true collaboration to occur.
I was at Apple in the late 80’s when things were going well and PC margins were at 55% and was fortunate to experience “The Beer Game” workshop lead by Dr. Peter Senge (MIT) of Learning Organization and the 5th Discipline fame. Peter taught us so much about how to best deal with people and understand and utilize “Learn Org” thinking and methods to better understand and manage change. I really grasped onto this continual learning focus and I am a big fan and suggest if you have not “read the book” then do so or better still participate in LO sessions plus buy the book.
I also suggest participating in the Beer Game. Make it happen as the game is one of the best examples of what end-to-end collaboration to achieve business success is all about. Particularly profound when dealing with e2e Supply Chain management change

All is growing well in California following the substantial rains during the winter and spring everything in the garden is growing and blooming.

The same applies in our Reclipse World. I like to call it “moving into the light”. It is exciting times with our Reclipse team and key partnerships building with experienced and innovative top talent and real pragmatic Vision to Action programs. We are developing both internally to fertilize our growth and externally as we prepare and present “value proposition” offerings for clients and potential new clients.

Exciting – Next Generation

It is a fact that most things we currently work on are confidential and we pride ourselves in working ahead of current curves to help our clients be the “Best Next”! Personally I really dislike the terms like “Best in Class” and “Benchmarking” as that really means trying to catch up and become normal or true examples of JIT vs. JIC vs. JTL (Just Too Late)

An Example: Apple and the iPod, iTunes, iPhone current realities really were “game changing” thought leadership and innovation to action and world changing success! Now the iPad has instantly become a “fashion statement” that sells like hot cakes and has created a whole new product, market and community category.

At Reclipse we prefer to work on innovating and creating “next generation” happenings for and with our clients.

Exciting – An all Electric Vehicle

One project I can mention is in our Sustainability, Clean and Green, category. This is a Company that has built a “Zero Emissions” electric vehicle that charges rapidly, has a long range between charges and can and does drive on the freeway as it goes fast enough to be able to. We are developing the Vision (s), Mission, Values, Strategies and Tactics for this entity and a business model that can bring most value for all. The working concept vehicle is operating and very exciting and very real!

We have also developed some compelling Business Chain Management offerings as although we are proven experts in all aspects of cradle to cradle (we borrowed that term from someone) Global demand/supply chain management, integrated logistics, operations and asset management practices we also know that its time for a next level of thought leadership thinking and actions to suit the world we are in and the one ahead of us. To many experts SC terminology for example has become a misused catch all and nothing phrase that has created and not integrated Company stovepipes/silos versus produced real “Business” Sales, Cost, and Profit and Innovation success results. Our Business Chain (Change) thinking, methods and actions help build a wave of change towards true “next generation” customer, people and talent centric collaborations and business innovations results successes.

Exciting – Outsourcers, the 3PL’s (4PL’s)

One of these next generation offerings is targeted at the current 3rd Party Logistics Outsource providers who have to keep up with the ever increasing demands and expectations of the Brand designers/ODM’s who outsource to others to get things produced and delivered for them to an ever increasing and demanding Customer and Cost reduction expectation. How do the 3PL’s survive and compete to thrive in this very demanding arena. Our offering, value enhancing propositions and know how to methods and “how to’s” are targeted to pragmatically help companies in this arena.

Exciting Times

So “lots going on” and it truly is an exciting time and opportunity for us all. Let the Sun shine and the gardens grow!

- Nigel

http://www.eco-opscenter.com/report-download.php

A 90-page report and survey findings detailing the forces and
factors driving supply chain executives toward greater levels of
environmental responsibility, visibility, collaboration and
accountability.

Paul Tasner
Reclipse Group, Inc.

The traditional view of supply chain management was optimizing performance within silos; however, that was done at the expense of the greater supply chain. In the past, supply chain strategy was very much focused on cost reduction and capital productivity. The supply chain of old reacted to rather than aligned with and supported the overall business strategy. Today, the key is for the entire enterprise to focus on optimizing supply chain management. That means achieving full alignment with the strategic intent of the business in order to create value and enable growth.

We have an opportunity to build strategies and create value working side-by-side with colleagues from related disciplines. As the connector between brand strategies and execution at the customer level, supply chain alignment seems a natural objective. In essence, we have an opportunity to ensure the goal of every company with a retail product – that the right product is available at the right place, at the right time, in the right quality and at the lowest possible cost.

We in supply chain management need to be agents of change – helping our colleagues across the business to shift their view of the supply chain from that of a cost center to that of a growth opportunity. We need to repurpose the supply chain and make it a source of competitive advantage. Aligning the supply chain with the business strategy allows the organization to capture cross-enterprise opportunities that not only generate cost and capital efficiencies, but also helps to drive top line opportunities.

To begin, we must examine the financial and operational anatomy of each link in the current chain, identify opportunities for improvement, and recommend action plans, as appropriate.

Once the aforementioned work is completed, we will be prepared to work with our colleagues in other functional areas of the business in order to pursue the following challenges:
• In aligning the supply chain strategy to the business strategy, the supply chain focus needs to start with the customer and then extend back to the company. Without this perspective, supply chain management will tend to focus exclusively on internal costs and return on assets.
• A future horizon must be defined and looked to in establishing a desired future-state vision. The ever-changing business environment requires a view to the future in driving new capabilities.
• Both within the function and throughout the business, the view of the supply chain needs to shift from that of a cost center to that of a growth opportunity. This creates the focus on developing supply chain capabilities that will enable growth in the marketplace.
• Both internal and external views must be taken into account in order to develop an honest assessment of the company’s capabilities and performance and to help identify gaps. While this critical view might bring some pain to those areas with the largest gaps, this inside/outside approach enables the proper assessment of where fundamental operational improvements and future capabilities are needed.
• The company’s long-term business strategy needs to be well-defined, shared and understood, especially around products, customers, and distribution channels.
• Strategy development work requires broad internal support and should be organized accordingly. All supply chain functions, as well as finance, marketing, and sales, are key participants to this process.

Paul Tasner
Reclipse Group, Inc.