”Companies not only have to become demand driven but also adaptive: adapt or die.”


much more mature, and end-to-end align- ment and collaboration is the norm. These companies typically invest in demand- driven education across all functions rather than for Supply Chain only.”


Michael Zerby, Head of Sup- ply Chain, Volvo Construc- tion Equipment Konz “In my experience, an opti-


mized supply chain can only be achieved when all functions are aligned in support- ing it.”


Andreas Schön, System & Service Manager Europe, Nexans


“This is a must-have; other-


wise, customer-driven activities will get stuck somewhere within the company’s inner workings. Creating awareness on all levels, acting with common objectives and a clear strategy will accelerate the time to market with innovations and added-value services and will therefore secure the best results, benefits and business growth.”


Thomas Meyer, Head of Sup- ply Chain, Sonae Arauco “One success factor of sup- ply chain management is


the cross-functional understanding of the whole business process, but much more important is the capability of changing processes and people. Even if processes or methodologies are reviewed, a company needs a trainer or coach who is capable of managing the people involved in the pro- cesses.”


Andreas Schöchtel, Manager Operations Laboratory Prod- ucts, Thermo Fisher Scien- tific


“I fully agree. However, senior manage- ment needs consolidated information pre- sented by experts in the demand-driven world so it is not necessary to train each senior manager/executive. Moreover, for real end-to-end supply chain thinking to be embedded in the company’s DNA, almost every discipline should be involved in almost all decision-making processes to


significantly raise the overall awareness of DDO.”


Stefan Zabka, Supply Chain Manager, IMA Dairy & Food Holding “Awareness among other dis-


ciplines can only be achieved with senior management sponsorship based on a real belief in and understanding of the impor- tance of Supply Chain. Only then can training and education help to overcome the gap.”


Applying the insights and understandings gained in supply chain education is critical to create a powerful learning experience and added value for the company, but senior management and other disciplines still do not sufficiently understand that the supply chain is responsible for fulfilling the customer promise.


Andrea Walbert, Manag- ing Partner, PMI Produc- tion Management Institute GmbH


“The first step in becoming a DDO is for management to commit to invest in thoughtware and education to support the company’s transformation. The supply chain management setup is different at every company. Although common frame- works (e.g. APICS SCC SCOR model) can be used to support education and transfor- mation projects, there are no copy-paste solutions for supply chain processes. The entire management team must under- stand and accept this.”


Michael Zerby, Head of Sup- ply Chain, Volvo Construc- tion Equipment Konz “This is about competence at


senior management level. Senior leader- ship has failed if it does not recognize that creating an effective and efficient supply chain is how their company meets cus- tomer expectations.”


Andreas Schön, System & Service Man- ager Europe, Nexans


markets through


“Companies that have trans- formed themselves into new champions in their exist- ing markets or created new customer


centricity


have clearly demonstrated the benefits of demand-driven actions, not only by having a strong link between all internal stake- holders within an end-to-end supply chain, but also by being empowered throughout the entire organization to take a customer- driven and demand-driven approach.”


Thomas Meyer, Head of Sup- ply Chain, Sonae Arauco “Supply chain managers must be able to convey infor-


mation to all kinds of stakeholders: man- agers, employees and customers. This requires them to have very detailed knowl- edge about different kind of processes, and also to be able to translate it into the recipient’s own ‘language’. Senior manage- ment might be decoupled from the cross- functional task of SCM.”


Andreas Schöchtel, Manager Operations Laboratory Prod- ucts, Thermo Fisher Scientific “I only partly agree. A lot of


regular business discussions (e.g. monthly/ quarterly review meetings) at senior opera- tional/supply chain/commercial level deal with Supply Chain issues. Although the terminology is not always congruent, the anticipated outcome is the same. On the other hand, functional areas such as R&D and Finance do not have the necessary knowledge about fulfilling customer expec- tations.”


Stefan Zabka, Supply Chain Manager, IMA Dairy & Food Holding


“One of the major issues for


SCM is that it is more generic than Engi- neering or Sales, for example, which face different challenges every day (e.g. new customers, new technical solutions). Sup- ply Chain is always more or less similar – it is about purchasing, stock and shipping – but the quantities are what makes Sup- ply Chain so complex.”


35


SUPPLY CHAIN MOVEMENT, No.29, Q2 2018


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