DOCSLIB.ORG

Performance Management in Supply Chain and Operations – Steering Value Chain Activities Towards Exceptional Performance

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Performance Management in Supply Chain and Operations – Steering Value Chain Activities Towards Exceptional Performance Performance Management in Supply Chain and Operations – Steering value chain activities towards exceptional performance Digitalization of supply chains is dramatically changing today’s performance management Customer focus, product complexity Customization of products and services, ing deliveries and monitoring assets. New paired with shortened product lifecycles, faster deliveries, real-time transparency, technologies encourage process automa- increasing digitalization, and closer global scale, cost competition in fulfillment, tion and precision in execution, while the cooperation between partners increase and increased sustainability efforts are the exponential growth of data permits first- performance management demands on result. hand insights with the help of analytics to supply chains. achieve better management of conflicting The digital transformation of supply chains supply chain objectives and trade-offs. The main drivers behind these develop- and big data in supply chain management ments are customer requirements and (SCM) are disrupting established organiza- As a result, access to analytical insights is new technology, which have already re- tions. Sensors and connected devices are no longer limited to executives and supply shaped traditional supply chains. being deployed increasingly, e.g., for track- chain leaders. Performance Management in Supply Chain and Operations – Steering value chain activities towards exceptional performance Today, materials planners, customer order activities to identify performance deviations established supply chain and operations managers, and also professionals out- and irregularities has become easier and is processes, and the metrics a company side supply chain departments can easily based on more information than in the past. utilizes. prioritize their daily operations by using cross-functional supply chain information. On the other hand, real-life use cases In summary, proven approaches to supply and the increasing application of Industry chain performance management need However, there are two sides to trade-offs. 4.0 technologies are transforming supply to be rethought to cope with increasing On the one hand, with the help of new chains across multiple industries towards customer requirements, technological technologies, companies can coordinate digital supply networks. The technology advancements, and ongoing challenges in and manage their entire network better is already there and has hit the ground. supply chain complexity as well as pressure and more efficiently. Analyzing value chain It affects all areas of the value chain, the to increase revenues and profit margins. Disruption of supply chains by digitalization and new technologies Traditional Supply Chain nalyticssensordriven aetouse suggested replenishment roactive sensing ith 3D rinting and uality control Develop lan ource ae Deliver upport roduct nnovation upply hain ourcing anufacturing Logistics ustomer Development lanning rocurement perations Distribution ervice ast deployment anage and ith cloudbased roduct traceability monitor product technologies and inventory control uality information Digital Supply etworks Cost uality Develop Plan Speed Source Make Deliver Support Service Innovation Agility Source: Deloitte 2 Performance Management in Supply Chain and Operations – Steering value chain activities towards exceptional performance The key elements of supply chain Key elements to be considered are: In a nutshell, they are the bridge between management strategic directives and successful execution • Supply Chain Strategy Supply chains comprise the flow of prod- by using available information to steer sup- ucts, information, and money. How they are • Organization ply chains from an end-to-end perspective. managed greatly affects an organization‘s • Planning competitiveness and profitability. Proper The foundation is aligned metrics that drive alignment with the business strategy is • Management, and intended behavior at the management essential to ensure strong overall perfor- and operational levels. Ultimately, this will • Control Activities mance. create value for both shareholders and The combination of these elements fills the customers. Supply chain performance management is gap between the business’s decision-mak- a unified approach to improving the effec- ers and IT systems for performance meas- tiveness and efficiency of all supply chain urement with data structures and reporting processes. tools. Optimizing the end-to-end value chain with the help of an integrated solution Clear objectives and target-setting Goal-oriented Flexible data information warehouse solutions Integrated Performance Management Supply chain Integrated technical transparency solutions Aligned metrics covering entire SCM Source: Deloitte 3 Performance Management in Supply Chain and Operations – Steering value chain activities towards exceptional performance Optimizing the end-to-end value chain Current state of supply chain Among the reasons may be country-specific through an integrated solution performance management regulations or a unique business / supply Well-managed supply chain processes are The purpose of a successful performance chain steering logic. This complicates in- an important differentiator in the highly management approach is to give a com- formed decision-making and in some cases competitive environment of commoditized plete and well-balanced view of all relevant results in significant cost to fulfill reporting markets. Supply chain transparency is a key supply chain information and underlying requirements. and companies are increasingly developing activities. one-stop-shops for supply chain informa- Balanced reporting ensures that trade-offs tion and reporting. Key performance indicators (KPIs) are are transparent and properly managed. intended to structure the desired infor- KPIs should cascade from strategy to Integrated performance management in mation in different dimensions such as tactics, and to the operational level. Suc- Supply Chain and Operations focuses on: customer service, costs, and assets. Ideally, cessful organizations enable employees KPIs are aligned across the reporting hier- to understand the performance levers • A common understanding of supply chain archy levels and are available as required. they influence and how they affect overall objectives and disciplined target-setting Further supporting metrics allow deep performance. • Goal-oriented information on target dives into root causes to identify irregu- achievements to all relevant stakeholders larities. However, for most companies the Standardized processes and metrics are and the addressing of key messages to ex- reality is different. prerequisites for realizing such advanced ecutives, managers, and professionals integration. These include: Many companies have implemented • Supply chain transparency by considering • Planning details throughout the entire supply chain performance measurement and aligning supply chain processes and Sales and Operations Planning process systems solely focusing on a limited num- technology with the organizational struc- ber of considerations. Most systems are • Customer service levels ture isolated, static, and with metrics that are • Accuracy of current inventories • Aligned and agreed-upon supply chain backward-looking and often not holistic. metrics covering all perspectives in supply Root cause analyses are limited by data • Transparency of supply chain costs chain management and also process per- aggregation, with the loss of full details, or formance indicators to enable root cause are simply not possible due to the lack of analyses in the event of deviations information. An end-to-end perspective has often not been considered and an inte- • Integrated technical solutions for the grated performance measurement concept gathering of information and the distribu- has not been implemented. tion of reports covering the full cycle from planning to reporting to intervention Supply chain leaders and the business of- • A flexible enterprise data warehouse and ten face complex reporting landscapes with the adaptability of metrics, reports, and numerous options to measure and calcu- layouts late performance. Different KPI definitions as well as specifics in the corporate struc- ture and business processes make it hard to compare overall supply chain outcomes. The supply chain reporting should provide a balanced view on customers, demand and supply as well as on financials. 4 Performance Management in Supply Chain and Operations – Steering value chain activities towards exceptional performance Leading performance management solu- using an overall perspective to optimize tions utilize joint metrics to ensure the the end-to-end value chain and to manage integration of all functions, for example, trade-offs. Advanced solutions with dash- finished goods inventory is shared between boards exist that visualize a comprehensive Production and Sales. KPIs might be com- suite of supply chain information at a single municated to key supply chain partners glance. Maturity levels of performance management in supply chain and operations Emerging Developing Defined Advanced Leading • Informal operational • Standardized • Trend analysis of • Standardized • Optimized trade-offs performance metrics performance metrics performance measures metrics with formal in performance meas- within business units target- ures from conflicting • Local functional • Regional functional setting process objectives metrics and • Local functional
Load more

Recommended publications
  • Transforming the Retail Supply Chain Apparel, Fashion and Footwear GS1 Standards in Action
    Transforming the Retail Supply Chain Apparel, Fashion and Footwear GS1 Standards in Action Collaborating in the dynamic retail industry In today’s omni-channel retail world, consumers are in control. They have embraced social media, online search and mobile apps—giving them instant access to product information to make buying decisions. Consumers are driving a retail environment where fast fashion translates to high-speed product turnover and a vast number of stock-keeping units that must be managed. On the supply side, retail production is complex and “ Implementing EPC-enabled truly global in scope where brands and manufacturers alike source materials and labour from a worldwide network of suppliers. RFID technology has been This dynamic retail industry calls for increased collaboration across the one of the most significant supply chain for improved speed-to-market capabilities and efficiencies. technological steps Partners in the apparel, fashion and footwear (AFF) sector are looking to inventory management and procurement processes to help drive Macy’s has taken toward these improvements. improving our supply Inventory Accuracy with EPC/RFID chain performance, and Industry leaders are starting to “tag at the source” by applying GS1 ultimately our customer EPC-enabled RFID tags on items at the point of manufacture. Using service, in the last 20 years. standards-based product identifiers—Serialised Global Trade Item Numbers (SGTINs) encoded into EPC tags, manufacturers can provide true visibility It is one of the keys to our of merchandise as it travels to distribution centres and stores. omni-channel success, and Brand owners utilise EPCs to easily verify the accuracy and completeness because we’ve already of shipments received—each identified by a GS1 Serial Shipping Container Code (SSCC)—and can track shipping processes to reduce counterfeits seen solid results, we from entering the supply chain.
    [Show full text]
  • Why Procurement Professionals Should Be Engaged in Supply Chain
    business solutions for a sustainable world WBCSD Future Leaders Team (FLT) 2011 Why procurement professionals should be engaged in supply chain sustainability “The Future Leaders Team is an unparalleled of common challenges – across sectors – and learning experience for young managers of WBCSD shared best practices. Above all, they experienced member companies. They have the opportunity to what is recommended here: engaging people in understand the benefits of why sustainability matters sustainability. I am convinced that they brought back to business and to develop a solid international valuable knowledge and information to their jobs.“ and professional network. Sustainability is complex subject is some cases, and it is therefore crucial for Congratulations to Eugenia Ceballos, John Zhao, multinational companies to enrich their work with Baptiste Raymond, and to all participants of the other companies’ experiences through collaboration. Future Leaders Team 2011! FLT 2011’s theme was sustainability in the supply chain, which is increasingly considered as an area of direct responsibility for companies. The following report reflects FLTs’ peer learning experience and team work. This is not the work of experts or consultants. Rather, the three managers from DuPont China, Holcim and Lafarge, took this opportunity Kareen Rispal, to engage with key people across functions and Lafarge Senior Vice President, geographies within their companies. In doing Sustainable Development so, they have deepened their understanding and Public Affairs I. Why procurement functions all stakeholders involved in bringing products and services to market. should be engaged in sustainability for their We believe that a sustainable supply chain can drive supply chain: competition and profit, and is a great opportunity to make a difference to companies, communities 1.
    [Show full text]
  • Historical Evolution of Management Accounting
    1990's: Value Based Management Focus shifted to include the creation of customer value, strategy, balanced scorecards, EVA, and other related concepts. 1980's: Lcan Enterprise CA M-I Cost Management Focus shifted to the reduction of waste, JTT, teamwork, ABC, target costing, quality, investment & product life cycle management. 1951 - 1980's: Managerial Accounting Focus shifted to providinginformation for management planning & control. 1920 - 1950: Cost Accounting Matching concept developed. Focus on cost determination and financial control. 1812 - 1920: Accountingfor Processes Prior to the matching concept. Focus on operating cost and efficiency of processes. Shah Kamal Historical Evolution of Assistant Relationship Manager Management Accounting Bank Alfalah [email protected] Abstract The obsolescence of most companies' cost accounting and management control systems is particularly unfortunate for the global competition of the 1980s (Johnson & Kaplan, 1987). During the past two decades, conventional cost and management accounting practices have been under extensive criticism for their malfunction to instigate change and their inability to support management accounting innovations in coping with the requirements of a changing environment. The academic literature has been crucial of conventional management accounting systems particularly for their lack of efficiency and capability to present comprehensive and the latest information and to assure decision makers and potential users of such information. Focusing on this debate, current study reviews the evolution of cost and management accounting innovations over the past century around the world and to examine whether there has been a significant impact of management accounting in the organization. The analyses suggest that management accounting is changing. However, these changes do not have much bearing upon the type of management accounting techniques.
    [Show full text]
  • NRECA Electric Cooperative Employee Competencies 1.24.2020
    The knowledge, skills, and abilities that support successful performance for ALL cooperative employees, regardless of the individual’s role or expertise. BUSINESS ACUMEN Integrates business, organizational and industry knowledge to one’s own job performance. Electric Cooperative Business Fundamentals Integrates knowledge of internal and external cooperative business and industry principles, structures and processes into daily practice. Technical Credibility Keeps current in area of expertise and demonstrates competency within areas of functional responsibility. Political Savvy Understands the impacts of internal and external political dynamics. Resource Management Uses resources to accomplish objectives and goals. Service and Community Orientation Anticipates and meets the needs of internal and external customers and stakeholders. Technology Management Keeps current on developments and leverages technology to meet goals. PERSONAL EFFECTIVENESS Demonstrates a professional presence and a commitment to effective job performance. Accountability and Dependability Takes personal responsibility for the quality and timeliness of work and achieves results with little oversight. Business Etiquette Maintains a professional presence in business settings. Ethics and Integrity Adheres to professional standards and acts in an honest, fair and trustworthy manner. Safety Focus Adheres to all occupational safety laws, regulations, standards, and practices. Self-Management Manages own time, priorities, and resources to achieve goals. Self-Awareness / Continual Learning Displays an ongoing commitment to learning and self-improvement. INTERACTIONS WITH OTHERS Builds constructive working relationships characterized by a high level of acceptance, cooperation, and mutual respect. 2 NRECA Electric Cooperative Employee Competencies 1.24.2020 Collaboration/Engagement Develops networks and alliances to build strategic relationships and achieve common goals. Interpersonal Skills Treats others with courtesy, sensitivity, and respect.
    [Show full text]
  • Trade Management Guidelines
    Trade Management Guidelines TRADE MANAGEMENT TASK FORCE Theodore R. Aronson, CFA, Chairman Aronson + Partners Gregory H. Bokach, CFA Damian Maroun American Century Investment Management G.E. Asset Management Corporation Eugene K. Bolton Jean Margo Reid G.E. Asset Management Corporation Paul Richards* Michael H. Buek, CFA Financial Services Authority The Vanguard Group H. Paul Reynolds Richard A. Carriuolo Frank Russell Securities, Inc. R.M. Davis, Inc. George U. Sauter Gene A. Gohlke, Ph.D., CPA* The Vanguard Group U.S. Securities and Exchange Commission Erik R. Sirri Paul S. Gottlieb Babson College Merrill Lynch Wayne H. Wagner Joanne M. Hill Plexus Group Goldman, Sachs & Co. Jessica L. Mann, CFA Donald B. Keim CFA Institute The Wharton School Maria J. A. Clark, CFA Anthony J. Leitner CFA Institute Goldman, Sachs & Co. Ananth Madhavan ITG, Inc. * Observer. 1 CFA INSTITUTE TRADE MANAGEMENT GUIDELINES Recognizing the ambiguities and complexities surrounding the concept of Best Execution,1 CFA Institute Trade Management Task Force has developed the CFA Institute Trade Management Guidelines (Guidelines) for investment management firms (Firms). The recommendations contained herein stem from the obligations Firms have to clients regarding the execution of their trades and provide Firms with a demonstrable framework from which to make consistently good trade-execution decisions over time. The Guidelines formalize processes, disclosures, and record-keeping suggestions that, together, form a systematic, repeatable, and demonstrable approach to seeking Best Execution. It is important to note that the Guidelines are a compilation of recommended practices and not standards. CFA Institute encourages Firms worldwide to adopt as many of the recommendations as are appropriate to their particular circumstances.
    [Show full text]
  • Strategic Performance Management with a Communications Lens
    STRATEGIC PERFORMANCE MANAGEMENT A COMMUNICATION LENS Integrating Strategic Communications to Improve SEA and LEA Performance Management Allison Layland, PhD Sam Redding, EdD Strategic Performance Management with a Communication Lens Strategic Performance Management (SPM) is a multistep process that guides an organization’s leadership in designing and revising a system of strategic performance management. Communication is key to the success of any change initiative. A Communication Lens is applied to SPM to strengthen its implementation and success. This publication is in the public domain. While permission to reprint is not necessary, reproductions should be cited as: Layland, A., & Redding, S. (2020). Strategic performance management with a communication lens. Rockville, MD: National Comprehensive Center at Westat. The content of this publication was developed under a grant from the Department of Education through the Office of Program and Grantee Support Services (PGSS) within the Office of Elementary and Secondary Education (OESE), by the National Comprehensive Center at Westat under Award #S283B190028. This publication contains resources that are provided for the reader’s convenience. These materials may contain the views and recommendations of various subject matter experts as well as hypertext links, contact addresses, and websites to information created and maintained by other public and private organizations. The U.S. Department of Education does not control or guarantee the accuracy, relevance, timeliness, or completeness of any outside information included in these materials. The views expressed herein do not necessarily represent the positions or policies of the U.S. Department of Education. No official endorsement by the U.S. Department of Education of any product, commodity, service, enterprise, curriculum, or program of instruction mentioned in this document is intended or should be inferred.
    [Show full text]
  • The Effect of Supply Chain Management Strategy on Operational and Financial Performance
    sustainability Article The Effect of Supply Chain Management Strategy on Operational and Financial Performance Rok Lee Department of LINC Plus Project Organization, Gyeongsang National University, Jinju 52828, Korea; [email protected]; Tel.: +82-10-6314-4004 Abstract: Given that small and medium manufacturing enterprises (SMEs) are key to national eco- nomic development, the application of supply chain strategies that support their sustainability is critical. This study aims to identify the effects of supply chain management (SCM) on the operational performance of SMEs in Korea, specifically considering organizational competencies. To achieve this, an empirical survey was conducted on 300 Korean manufacturing SMEs that had introduced SCM strategies. The relationships between the variables were analyzed through structural equation modeling. These show that specific SCM strategies and organizational competencies had a significant effect on overall business performance. Furthermore, the SCM strategies had a significant effect on SME organizational competencies. Additionally, we analyzed the mediating effect of organiza- tional competencies on the effect of SCM strategy on overall business performance. We found that organizational competence mediated the effect of SCM strategy on operational performance, but not on financial performance. The study shows that introducing SCM strategies directly improves business performance and is closely related to competencies such as research and development, technology commercialization, production capability, and marketing capabilities. Consequently, a combination of SCM strategies and organizational competencies can generate sustainable overall business performance among SMEs. Citation: Lee, R. The Effect of Supply Chain Management Strategy on Keywords: supply chain management strategy; operational performance; financial performance; Operational and Financial manufacturing firms; Korea Performance. Sustainability 2021, 13, 5138.
    [Show full text]
  • Customer Relationship Management, Customer Satisfaction and Its Impact on Customer Loyalty
    Customer Relationship Management, Customer Satisfaction and Its Impact on Customer Loyalty Sulaiman, Said Musnadi Faculty of Economic and Business, University of Syiah Kuala, Banda Aceh, Indonesia Keywords: Customer Relationship Management, Satisfaction, Customer Loyalty. Abstract: This study aims to determine the effect of Customer Relationship Management (CRM) on Customer Satisfaction and its impact on Customer Loyalty of Islamic Bank in Aceh’s Province. The study population is all customers in in the Islamic Bank. This study uses convinience random sampling with a sample size of 250 respondents. The analytical method used is structural equation modeling (SEM). The results showed that the Customer Relationship Management significantly influences both on satisfaction and its customer loyalty. Furthermore, satisfaction also affects its customer loyalty. Customer satisfaction plays a role as partially mediator between the influences of Customer Relationship Management on its Customer Loyalty. The implications of this research, the management of Islamic Bank needs to improve its Customer Relationship Management program that can increase its customer loyalty. 1 INTRODUCTION small number of studies on customer loyalty in the bank, as a result of understanding about the loyalty 1.1 Background and satisfaction of Islamic bank’s customers is still confusing, and there is a very limited clarification The phenomenon underlying this study is the low about Customer Relationship Management (CRM) as a good influence on customer satisfaction and its
    [Show full text]
  • Vaccine Management Plan
    Vaccine Management Plan KEEP YOUR MANAGEMENT PLAN NEAR THE VACCINE STORAGE UNITS Practices must maintain a vaccine management plan for routine and emergency situations to protect vaccines and minimize loss due to negligence. The Vaccine Coordinator and Backup are responsible for implementing the plan. Instructions: Complete this form and make sure key practice staff sign and acknowledge the signature log whenever your plan is revised. Ensure that all content (including emergency contact information and alternate vaccine storage location) is up to date. Keep the plan in a location easily accessible to staff and available for review by VFC Field Representatives during site visits. (For practices using mobile units to administer VFC vaccines: Complete the VFC “Mobile Unit Vaccine Management Plan” to itemize equipment and record practice protocols specific to mobile units.) Section 1: Important Contacts KEY PRACTICE STAFF & ROLES Office/Practice Name VFC PIN Number Address Role Name Title Phone # Alt Phone # E-mail Provider of Record Provider of Record Designee Vaccine Coordinator Backup Vaccine Coordinator Immunization Champion (optional) Receives vaccines Stores vaccines Handles shipping issues Monitors storage unit temperatures USEFUL EMERGENCY NUMBERS Service Name Phone # Alt Phone # E-mail VFC Field Representative VFC Call Center 1-877-243-8832 Utility Company Building Maintenance Building Alarm Company Refrigerator/Freezer Alarm Company Refrigerator/Freezer Repair Point of Contact for Vaccine Transport www.eziz.org 1 IMM-1122 (12/20)
    [Show full text]
  • Supply Chain Social and Environmental Responsibility Is an Important Part of Our Business Relationships with Our Suppliers
    2012 Corporate Responsibility Report ibm.com/ibm/responsibility/2012 Supply Chain Social and environmental responsibility is an important part of our business relationships with our suppliers. We work closely with them to encourage sustained improvement throughout our global supply chain and across various aspects of corporate responsibility. In this section you will find examples of how we set requirements for the companies we do business with, grow the global diversity of our supply base and collaborate with industry groups and stakeholders. IBM 2012 Corporate Responsibility Report 2 Contents Supply Chain ...........................................................................................3 Supplier Assessment and Improvement Plans............................................................6 Industry Collaboration..................................................................................12 Conflict Minerals .......................................................................................13 Supplier Diversity ......................................................................................14 IBM 2012 Corporate Responsibility Report / Supply Chain 3 Supply Chain With suppliers located in close to 100 countries, social and environmental responsibility is a major facet of our corporate responsibility efforts and we have incorporated this into our business relationships with our valued suppliers. IBM’s supply chain is a strategic asset that helps us deliver consistently high-quality goods and services to our customers
    [Show full text]
  • The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue Robert Lee Simmons Walden University
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Walden University Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2015 The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue Robert Lee Simmons Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Business Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral study by Robert Simmons has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Ronald McFarland, Committee Chairperson, Doctor of Business Administration Faculty Dr. Alexandre Lazo, Committee Member, Doctor of Business Administration Faculty Dr. William Stokes, University Reviewer, Doctor of Business Administration Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2015 Abstract The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue by Robert L. Simmons MS, California National University, 2010 BS, Excelsior College, 2003 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University September 2015 Abstract Given that analysts expect companies to invest $22 billion in Customer Relationship Management (CRM) systems by 2017, it is critical that leaders understand the impact of CRM on their bottom line.
    [Show full text]
  • Next Generation Supply Chain: Supply Chain 2020
    Supply Chain 2020 Next generation supply chain: Supply chain 2020 July 2013 Copyright © 2013, by McKinsey & Company, Inc. Next generation supply chain: Supply chain 2020 Knut Alicke Balaji Iyer 2 Next generation supply chain Supply chain 2020 3 Contents Acknowledgements 5 Introduction 7 1. Key trends shaping supply chains 9 2. Implications for the next generation supply chain 15 4 Next generation supply chain Supply chain 2020 5 Acknowledgements We would like to thank Sumit Dutta, a partner in our Mumbai office, and Muthiah Venkateswaran, an associate partner in our Chennai office, for their contributions to this whitepaper. We would like to thank Insa Mareen Wente, a consultant based in our Hamburg office; Kerstin Kubik, a knowledge expert based in our Vienna office; and Markus Leopoldseder, a director of knowledge (supply chain management) based in our Vienna office, for their contributions. We would also like to thank Vineeta Rai for the editorial support; Kulsum Merchant for the support in external relations; J Sathya Kumar and Nipun Gosain for their visual aids support. This whitepaper is not based on any primary research that we conducted; it synthesises our perspectives gained from past research and experience in serving multiple stakeholders of supply chains over many years. For the experience and perspectives, we acknowledge our supply chain practice without whose efforts this whitepaper could not have been published. Finally, we would like to thank the Confederation of Indian Industry (CII) and CII Institute of Logistics for the opportunity and the forum to provide our perspective on supply chain evolution. This work is independent and has not been commissioned or sponsored in any way by any business, government or other institution.
    [Show full text]