Knowde’s Post

Why Sales & Product Supply Should Be Inseparable! Sales is undoubtedly one of the most critical functions in any company - without sales, no turnover! 🤔 Or perhaps...: Product Supply is unquestionably one of the most vital functions in a company - without PS, no product, hence no turnover.  So, which is it? Well, it's both! Sales can't operate without PS, and PS is futile without Sales! Two kingdoms, each with its ruler, must either thrive together or perish alone! This principle extends to Finance, Quality, R&D, Engineering, and more - all these domains only have a future if they collaborate. Sales should aim to sell products that are: ¨  Profitable 💰 ¨  Available 📦 ¨  On time ⏰ ¨  In full 📊 ¨  In the quality required and promised to the customer 🌟 But none of these are guaranteed. They demand continuous communication and commitment from everyone. 💬 Syncronus.ch advocates for an End-to-End collaboration model! It breaks down overarching business objectives into a ➢ robust vision, ➢ clear business targets, clear ➢ 'How to win strategies,' and ➢'where to play' areas for EVERY function, aligned across EVERY function.  Sounds crazy? Let me show you it is not 👉 Reflecting on your business, does this resonate? Do you experience lack of communication or alignments between functions?

Ever pondered the synergy between Sales and Product Supply (PS) in your company? Evaluating their efficiency and collaboration is crucial. Here's the insight: A robust partnership leads to accelerated growth, enhanced profitability, and superior customer service while outpacing competitors. But, how do I substantiate this? Explore my LinkedIn post for this week for more and join the discussion.

How Can a Supply Chain Executive Benefit from a Comprehensive Network Strategy Designed by FORTNA for Their Distribution Centers? A comprehensive network strategy for distribution centers offers several significant benefits for a supply chain executive: Enhanced Decision-Making: A well-defined strategy provides data-driven insights that enable executives to make informed decisions regarding DC locations, capacity, and resource allocation. Operational Efficiency: Streamlining processes and optimizing the flow of goods reduces lead times and operational costs, allowing for better resource utilization and increased productivity. Risk Management: By diversifying the network and understanding potential risks, executives can develop contingency plans that minimize disruptions and enhance resilience. Customer Satisfaction: A strategic network allows for faster and more reliable deliveries, directly improving customer service and satisfaction, which is critical for maintaining competitive advantage. Cost Reduction: Optimizing and consolidating the number and location of distribution centers can lead to significant savings in lease space, transportation and warehousing costs, improving overall profitability. Inventory Optimization: A strategic approach enables better alignment of inventory levels with demand, reducing excess stock while improving turnover rates. Collaboration and Alignment: A comprehensive network strategy fosters collaboration across departments (e.g., sales, marketing, and logistics), ensuring that everyone is aligned on goals and operations. Scalability and Flexibility: As business needs change, a solid network strategy provides the flexibility to scale operations or adjust locations without significant disruption. Sustainability Goals: Executives can implement strategies that reduce the environmental impact of the supply chain, aligning with corporate sustainability objectives and improving brand reputation. Innovation and Technology Integration: A well-planned network strategy often incorporates new technologies (e.g., automation, AI) that can enhance efficiency and responsiveness in the supply chain. Overall, a comprehensive network strategy empowers supply chain executives to drive performance improvements, enhance service levels, and achieve strategic business objectives more effectively. Jack Kaser is an Account Executive at FORTNA in Atlanta, GA. He has over 30 years’ experience in industrial manufacturing with an expertise in solving complex distribution & fulfillment center problems for global organizations. For more information, contact him at [email protected]

Integrating the SCOR (Supply Chain Operations Reference) model with HACCP (Hazard Analysis and Critical Control Points) can enhance the efficiency and safety of a supply chain, especially in industries like the cold chain. Here’s how you can integrate these two models: 1. Understand SCOR Processes: • Familiarize yourself with the SCOR model and its standardized processes for supply chain operations. SCOR encompasses Plan, Source, Make, Deliver, and Return processes. 2. Understand HACCP Principles: • Understand the principles of HACCP, a systematic approach to identifying, evaluating, and controlling food safety hazards. 3. Identify Critical Control Points (CCPs): • In the SCOR model, identify critical points in the supply chain processes where the control of temperature and other factors is crucial to prevent hazards. 4. Incorporate HACCP into SCOR Plan Process: • Integrate HACCP principles into the SCOR “Plan” process: • Identify potential hazards related to temperature-sensitive products. • Develop control measures to manage and monitor these hazards. • Establish critical limits and parameters for temperature control at different stages of the supply chain. 5. Include HACCP in SCOR Source and Make Processes: • In the “Source” and “Make” processes of SCOR: • Ensure suppliers adhere to HACCP principles for sourcing temperature-sensitive materials. • Implement HACCP-based quality controls during the manufacturing process. 6. Integrate HACCP in SCOR Deliver Process: • In the “Deliver” process: • Implement HACCP controls for transportation to maintain proper temperatures. • Ensure that distribution centers and warehouses follow HACCP guidelines for handling and storage. 7. Incorporate HACCP into SCOR Return Process: • In the “Return” process: • Establish HACCP-based protocols for handling and assessing returned products. • Implement corrective actions based on HACCP principles for any deviations identified. 8. Implement Monitoring and Verification: • Integrate continuous monitoring and verification processes based on HACCP principles at critical points identified in the SCOR model.

9. Provide Training and Communication: • Train supply chain personnel on HACCP principles and their integration with the SCOR model. • Ensure effective communication regarding HACCP requirements and procedures across the supply chain. 10. Documentation and Records: • Maintain detailed records of HACCP implementation at each stage of the supply chain. • Align documentation with SCOR’s emphasis on capturing data and metrics for performance measurement. 11. Continuous Improvement: • Integrate feedback loops based on both SCOR and HACCP principles to continuously improve processes, prevent hazards, and enhance overall supply chain safety and efficiency. The integration of SCOR and HACCP ensures a systematic approach to managing temperature-sensitive products within the supply chain, minimizing hazards, and complying with food safety standards. This collaboration enhances the overall quality, safety, and efficiency of the supply chain, especially in industries where maintaining proper temperature controls is critical.

🌟 Collaborating with your supply chain and operations team is crucial for optimizing inventory turnover and cost efficiency. Here are some tips to make it happen: 💡 Foster open communication: Establish a culture of transparency and collaboration, ensuring all team members are informed and involved in inventory decisions. 💡 Share real-time data: Utilize technology and analytics to provide accurate and up-to-date information on demand, production, and inventory levels. This helps in making informed decisions and reducing excess inventory. 💡 Streamline processes: Identify bottlenecks in the supply chain and work together to streamline operations, reducing lead times and improving delivery schedules. 💡 Develop supplier relationships: Nurture partnerships with suppliers to negotiate favourable terms, such as volume discounts and flexible delivery options, further aiding in inventory optimization. 💡 Embrace technology: Invest in inventory management systems and software to track and manage inventory levels efficiently. Automation can minimize errors, increase accuracy, and enhance overall efficiency. 💡 Continuous improvement: Regularly evaluate and analyze your inventory management processes, looking for opportunities to improve and optimize. Collaboration between teams enhances the chances of finding innovative solutions. 💡 Measure success: Define key performance indicators (KPIs) to track and measure inventory turnover, cost reduction, and overall operational efficiency. Remember, collaboration across teams is key to optimizing inventory turnover and reducing costs in your supply chain and operations. Together, you can achieve greater profitability and customer satisfaction. #inventorymanagement #costoptimization #financejobs

"Better technology would bring in better results" 😶 The more I speak with directors of FMCG companies, the more shallow this argument seems. The notion that digital transformation is all about technology is a prominent myth. There is no doubt one would lag behind competitors if they are not keeping up with digital changes. However, execution often fails when it is centered around technology. This is the reason many directors and sales heads see low adoption rates among sales teams and poor results, even with the best tech based tools in the market. Successful ‘Digital transformation’ in FMCG is always business objective driven. Focus should be on using the technology as just a carrier, to execute data based strategies . An overview of sales team automation framework that has worked for many companies: 1) Set clear objectives : Based on business objectives, identify the gaps that technology can solve for.  Example - The business objective is 20% growth in revenue. Gap is poor outlet coverage. 2) Implement a single or suite of solutions to align efforts. Example - Implement an advanced sales force automation solution to get real time visibility of total calls, productive calls, outlet segmentation, beat health etc. 3) Build mindset that the new solution is benefiting the sales team. Example - Align the team with the idea that the new tool is not to police them, but to enable them to overachieve incentives. Training from industry experts can help here. 4) Continuous assessment and advancements Example - Get real time feedback and enable middle management to guide the front line team in the right direction. 5) Start small, build momentum for larger team Example - Start with front line sales officers in the toughest geography. Check progress and expand to all regions.

I have a long experience in sales leadership with a track record of over three decades in the technology industry. 🤖 My passion is helping companies harness the power of digitalization to reach new horizons. I offer a strategic approach based on deeply understanding each client’s unique needs. My experience covers a wide range of companies' sectors and sizes, allowing me to develop innovative and customized solutions. 🤝 I want to share with you this article where I share more about my experience in digital transformation and what are the Keys to Success in Digital Transformation. 📈 Let me know in the comments ¿How you are adapting your company’s processes in the digital age?⬇ We are Echez Group we empower companies to thrive in a digital world. https://lnkd.in/gNKNn_5n #digitaltransformation #technology #salesleadership

In the context of the SCOR (Supply Chain Operations Reference) model applied to the cold chain, the three levels of performance measurement help standardize metrics across various aspects of the supply chain. Let’s explore how these levels can be utilized in the cold chain industry: 1. Level 1: Defining Scope and Main Process Configurations: • Scope Definition: • Identify the geographies, segments, and contextual factors specific to the cold chain. • Consider the unique challenges and requirements associated with managing temperature-sensitive products. • Main Process Configurations: • Evaluate the six main SCOR processes – Plan, Source, Make, Deliver, Return, and Enable – within the cold chain context. • Define the scope of each process and how they interconnect to ensure the integrity of temperature-sensitive products. 2. Level 2: Configuration of the Cold Chain: • Configuration Details: • Assess the configuration of the cold chain, considering geographies, segments, and products involved. • Utilize high-level metrics that span across multiple SCOR processes to measure overall cold chain performance. • Subtypes Categories: • Break down the “parent” categories found in Level 1 into more specific subcategories. • For example, under the “Deliver” process, evaluate metrics related to transportation efficiency, temperature control, and on-time delivery for cold chain products. 3. Level 3: Process Element Details: • Identifying Key Cold Chain Business Activities: • Associate Level 2 processes or subcategories with Level 3 process elements specific to the cold chain. • Example Level 3 metrics could include detailed measurements related to temperature monitoring, handling protocols, and packaging practices. • Detailed Cold Chain Metrics: • Implement specific metrics that capture the nuances of cold chain activities. • Measure performance at a granular level, such as the accuracy of temperature-controlled storage, adherence to cold chain regulations, and response time to temperature deviations. By applying the SCOR model at these three levels in the cold chain, businesses can standardize their metrics while accounting for the unique challenges associated with managing temperature-sensitive products. This approach facilitates performance evaluation against industry benchmarks and allows for continuous improvement in cold chain operations.

Measuring Supply Chain Performance: • Standard Metrics: • Supply chain managers use metrics to evaluate performance, such as total freight cost per million of sales, errors and returns in distribution, lead-time compliance, on-time delivery percentage, defects per million, and lead time for store brands. • Finance-Based Supply Chain Metrics: • Assets Committed to Inventory: • Supply chain managers make decisions determining assets committed to inventory. • % invested in inventory = (Average inventory investment/Total assets) × 100 • Inventory turnover = Cost of goods sold/Average inventory investment • Weeks of supply = Average inventory investment/(Annual cost of goods sold/52 weeks) • Customer Service-Based Supply Chain Metrics: • On-time Delivery (to commit date): • Percentage of orders fulfilled on or before the internal commit date. • Order Fulfillment Lead Time: • Average lead time from customer order origination to customer order receipt. • Enterprise-Wide Metrics: • Cash-to-Cash Cycle Time: • Time for cash to flow back into the company after spending on external purchases. • Calculated as total inventory days of supply plus days of sales outstanding minus average payment period for materials. • Total Supply Chain Management Cost: • Total cost to manage orders, acquire materials, manage and hold inventory, and manage supply chain finance, planning, and information technology costs, represented as a percent of revenue. • Benchmarking: • Metrics can be compared to benchmark firms for better context. • World-class benchmarks result from well-managed supply chains. • Audits based on communication, understanding, trust, performance, and corporate strategy are necessary. Benchmarking -2: • World-class benchmarks are achieved through well-managed supply chains. • Benchmarking is useful but not always sufficient for excellence in the supply chain. • Audits based on communication, trust, and corporate strategy are essential for successful relationships.