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Implementing or reshaping its Supply Chain is as complicated as crucial in an extremely fluctuant industrial context, where competition drives companies towards operational excellence.  However, questions still remain before taking action:

  • Which are the guidelines to improve my organization’s efficiency and profitability?
  • What is my goal and what are the corresponding issues?
  • Do I have to offer the same service level to all my clients and for the whole range of products?
  • Should I outsource part of my activity?
  • Is my service offer well defined?
  • What is my starting point and what are the improvement areas?
  • What organization and what resources do I need in order to ensure the committed level of service?

 

To help you answer these questions, Decision Value can assist you with the following type of actions:

  • Supply Chain Audit
    • Assessment of the current situation (on the field observation, processes understanding, interviews with Supply Chain players)
    • Activity, performance and inventory analysis
    • Design of an improvement road mad
  • Service Offer Optimization
    • Evaluation of the Values of each service : Provided Value, Perceived Value & Value Cost
    • Review of the offer range and assessment of its impact on the company’s Supply Chain
  • Design of the Distribution Strategy
    • Design of the target distribution network (according to the products type and location of clients)
    • Partnership seeking and implementation
  • Implementation of "Blue Ocean" and Green Supply Chain concepts
    • Supply Chain transformation into Service Offer
    • Supply Chain resilience level evaluation

Point of View - October 9th 2018

How to capitalize on SCM expertise to implement CSR strategy

In the previous Point of View, we highlighted the historical key stages leading to the emergence of CSR.

In the early 1980’s, the Supply Chain Management (SCM) concept arose to allow a better transversal integration of the company and valorization of  its resources to serve customer satisfaction and profitability, with fundamental principles a CSR approach can only approve.

However, one could object SCM focuses only on economics, while CSR integrates 3 axes: economy, social and the environment. Is this really the case? Although SCM seems to consider the interests of only 2 stakeholders (the shareholders for the profitability and its customers for the service), we ought not to under estimate the indirect social and environmental gains it creates. For example, the pacification of relationships within silos of the company, as well as with its suppliers and customers, or chasing down waste to limit scraps and material losses, without talking about transportation optimization decreasing greenhouse gas emissions.

Thus, Supply Chain Management, while being focused on the economic stake, directly or indirectly contributes to most of the CSR axes.

 

Therefore, it’s completely logical today to think about how to take advantage of SCM experience to facilitate the integration of CSR practices into the company?

 

 To learn more about it, click here.