May 2012
S M T W T F S
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The game of risk: keeping supplier risk at bay

What steps can you take to avoid supply risk? Be methodical and be proactive. Segment the supply base for risk. And look beyond just the obvious categories. First, look at all types of suppliers who have risk potential, depending on your type of business, such as: direct material suppliers, suppliers providing important services, and transportation [...]

Segmenting the Supply Base for Lean

In a rush of enthusiasm about a lean supply chain, some firms expect that their suppliers will embrace lean with equal passion. Passion for lean can be contagious, but getting suppliers to adopt lean requires much more work than lean inoculation or indoctrination. Before rushing off and sending out an announcement that suppliers should [...]

Customer-supplier relationships: dancing with elephants

 When my company was a small supplier to Boeing, I was of course happy to have landed them as a customer. Our relationship was excellent and added value to both parties. Boeing took a chance with my company, an emerging technology business. And the initial bureaucracy that we had to go through to become a supplier [...]

Lean supply chains and the white spaces

In an effort to flow lean to suppliers, firms are often internally focused. They are concerned with how suppliers can support their needs and tend not to view the situation from a systems perspective. Often it is about what suppliers need to do to satisfy their customers — which is certainly an essential ingredient.  [...]

Lean Suppliers: It’s All About the Relationship

Some of the hidden cost drivers in the supply chain are relatively easy to uncover, measure and address by adopting classic lean approaches. However, many supply chain problems begin and end with the customer-supplier relationship. The extent to which critical issues, wastes and cost drivers can be identified and [...]

Supply Chain Cost Drivers: What You Don’t Know Can Hurt You

The wastes that are part of lean thinking are well-documented, waste being defined as anything that doesn’t add value to the customer or that a customer would not be willing to pay for. The classic seven wastes in lean thinking include: unnecessary transport, inventory, wasted motion, waiting, [...]

Lean Suppliers: Thinking Out of the Box (of inventory)

 A lean supply chain is a dynamic ecosystem comprised of processes, products and firms that work together smoothly to deliver products and services and add value to the entire network as they meet customer requirements in a cost-effective manner. Given that most firms have limited resources and limited [...]