Here are five critical “touchpoints” in the supply chain.
How does “visualizing spending, benchmarking suppliers, and maximizing profits” impact the following areas individually and collectively?
To what degree does a breakdown or inefficiency at one point have a ripple effect through the other E2E touchpoints?
How does it impact the “savings passed on across the supply chain, resulting in higher or lower product costs for consumers?”
The Supplier – What is the “one thing” all successful negotiators know – https://bit.ly/4c3LKi9
The Manufacturer – What is your Buyer – Supplier “TRUST” Score –https://bit.ly/3Q9jd2t
The Shipper – Automation, AI, and Supplier Trust: Striking A Raw Nerve With the Workforce? – https://bit.ly/47h0o2G
The Retail Chain – Target sales decline to start the year, but it sees improvement – https://bit.ly/4aTaJE3
The Consumer – Grocers pledge discounts and freezes – how, if at all, does this affect the procurement department? – https://bit.ly/3RCcNcT
Added variable:
The ESG Factor – Flashfood CEO Nicholas Bertram Talks About Customer Loyalty – Do Consumers Really Care About “Planet Impact?” – https://bit.ly/432Qlhd
Is It A All or Nothing Proposition?
So, how much supply chain visibility is “too much visibility” in relation to what happens at some unseen point down the chain?
The real question is how much do you care if, for example, you negotiate a win-win contract with a supplier and manufacture a great product that doesn’t get to the customer on time because of a port strike or low Mississippi water levels?
What if you negotiate a reasonable price with a supplier to meet your performance target only to discover that they are making razor-thin margins?
How about a client retail chain losing market share? Why should that be of interest or concern if the supplier, manufacturer, and shipping points are working like a well-oiled machine?
What if you put in the hard work and make the necessary investment to ensure full ESG compliance across the E2E chain, but the consumer doesn’t want to pay the price, seeing it as a “nice to have but not a must to have?”
When does your visibility and corresponding responsibility start, and at what point does it end?
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Procurement Insights
How much supply chain visibility is too much visibility?
Posted on June 6, 2024
0
Here are five critical “touchpoints” in the supply chain.
How does “visualizing spending, benchmarking suppliers, and maximizing profits” impact the following areas individually and collectively?
To what degree does a breakdown or inefficiency at one point have a ripple effect through the other E2E touchpoints?
How does it impact the “savings passed on across the supply chain, resulting in higher or lower product costs for consumers?”
The Supplier – What is the “one thing” all successful negotiators know – https://bit.ly/4c3LKi9
The Manufacturer – What is your Buyer – Supplier “TRUST” Score –https://bit.ly/3Q9jd2t
The Shipper – Automation, AI, and Supplier Trust: Striking A Raw Nerve With the Workforce? – https://bit.ly/47h0o2G
The Retail Chain – Target sales decline to start the year, but it sees improvement – https://bit.ly/4aTaJE3
The Consumer – Grocers pledge discounts and freezes – how, if at all, does this affect the procurement department? – https://bit.ly/3RCcNcT
Added variable:
The ESG Factor – Flashfood CEO Nicholas Bertram Talks About Customer Loyalty – Do Consumers Really Care About “Planet Impact?” – https://bit.ly/432Qlhd
Is It A All or Nothing Proposition?
So, how much supply chain visibility is “too much visibility” in relation to what happens at some unseen point down the chain?
The real question is how much do you care if, for example, you negotiate a win-win contract with a supplier and manufacture a great product that doesn’t get to the customer on time because of a port strike or low Mississippi water levels?
What if you negotiate a reasonable price with a supplier to meet your performance target only to discover that they are making razor-thin margins?
How about a client retail chain losing market share? Why should that be of interest or concern if the supplier, manufacturer, and shipping points are working like a well-oiled machine?
What if you put in the hard work and make the necessary investment to ensure full ESG compliance across the E2E chain, but the consumer doesn’t want to pay the price, seeing it as a “nice to have but not a must to have?”
When does your visibility and corresponding responsibility start, and at what point does it end?
30
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