End-to-End Supply Chain Assurance
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End-to-End Supply Chain Assurance
The video under review has the title ‘end-to-end supply chain and features an interview session under Bob Bowman as the host and featuring Sagar Nadgouda. Nadgouda is the specialist guest of the course and a service logistics manager at Nimble Storage while Bowman is a managing editor of a segment known as supply chain brain. The host recognizes that the supply chain has changed over the past three decades and opens up by discussing the top challenges companies are facing (Nadgouda, 2015). The factors in the discussion as driving the challenges in the supply chain include customer renovation and the changing experience on what technology supports for the offering to the customers.
The other things on the discussion are flexibility and making the supply chain predictive, proactive and not reactive. According to Nadgouda, (2015), the fundamental thing that has changed over the previous years is attributable to the increasing number of technologies and increased availability of current information. The focus should be on using the information and technology available as a quality data source actually to support decision-making (Chase & Jacobs, 2014). It is paramount to be more collaborative, agile and faster since innovative options will reduce to ensure end-to-end supply chain and support focus on the future.
Innovation in customer service may be because of new products demand or increasing demand for services by the customers. Consumer user has scaled in innovation faster than an enterprise user, and the scaling may be because of more options available and better things to do, with new limits in customer experience (Nadgouda, 2015). Supply chain should get an organization about what core the client is expecting around either technology, logistics or both. According to Nadgouda (2015), the end-to-end supply chain is achievable through integrating systems available with all the business applications to allow future scaling.
Nadgouda agrees that end-to-end supply chain is a reality and enables demand driven network, but still underdeveloped with more opportunities to explore (Nadgouda, 2015). The common problem is that companies strive to scale their services with the demand driven journey without integrating sales with the customers. According to Nadgouda (2015), creating more collaborative platforms between organizations and clients will make the end-to-end supply chain easier and better. Sales and operations planning can have a process integrating all the activities globally. Sales and operations planning mostly are mistaken for systems yet it is part of a collaborative process involving input generations, validation and taking the right decisions.
According to Nadgouda (2015), having a typical sales and global operations planning must take into consideration goal aligning to ensure end-to-end supply chain is scalable and achievable. Visibility is about all what happens in service logistics, supply chain, and the customer support. Visibility has to be in the client environment and on operations and suppliers (Nadgouda, 2015). The services and suppliers support the customer experience. Right milestone and communications mechanisms will help to pass the client demands back to the supply chain efficiently. In addition, technology should assist developing systems that enable integration through handling particular segments in operations.
Collaborations should consider the changes in operations, customer demands, business environment and allow passing on of right information to the right people. The discussion explains the importance of rapid response to sales, operations and customers, and how it supports evolve business around the world. Rapid response helps scale customers in different areas and structuring growth over time (Chase & Jacobs, 2014). Expansion of the value of rapid response leverages the operations of a company to scale its performance. The video is clear and gives precise explanations on making end-to-end supply chain achievable.