The concepts of quick changeovers, short runs, customer/channel-specific processes, and lean are no longer simply tickets to best-practice land; they are requirements for survival.
Art van Bodegraven was, among other roles, chief design officer for the DES Leadership Academy. He passed away on June 18, 2017. He will be greatly missed.
The days when factories could run the same product for days on end and ship in railcar quantities are far behind us—not to mention the now-archaic commonplace of warehouses holding oceans of product and shipping pallets out in full truckloads.
People are no longer exaggerating when they talk about a lot size of one, or mass customization. Today, we are expected to fill orders for quantities of one or two units, not cases, and to ship mixed pallets of products. Customers want special markings and labels, store-ready preparation, kitting, and more. Parcel shipment has become a major, if not dominating, factor in our lives. To use the word of Bill Watterson's Calvin, our supply chain world has been put through a "transmogrifier."
What does that mean for the people trying to manage supply chains in this brave new world? To begin with, they have to be fast on their feet, ready to respond to changing demands at a moment's notice. That is to say, they must be flexible—and the same holds true for their supply chains. Today, the concepts of quick changeovers, short runs, customer/channel-specific processes, and lean are no longer simply tickets to best-practice land; they are instead, perhaps, requirements for survival.
Increase your flexibility
What are the hallmarks of a flexible supply chain? Generally, when people talk about supply chain flexibility, they're referring to the following broad attributes: redundancy, interchangeability, supply management, and postponement. Let's look at each one:
Redundancy is simply capacity that would be deemed excess, unless and until either a catastrophe or a demand spike occasions its use. Redundancy might involve bricks and mortar facilities, capital equipment, and/or people. One great way to develop redundancy is to contract with third parties for capacity. It is typically not cheap, but it is most often far less expensive than carrying redundancy yearround. The redundancy can involve supply/manufacturing, transportation, and/or distribution space.
Interchangeability means using the same equipment, layouts, processes, and standards throughout the network, so that any activity might be seamlessly re-routed.
Supply management involves a number of carefully balanced initiatives to develop alternative supply sources, to manage redundant supply capacity for reallocated demand within the network, and/or to draw up flexibility contingency plans within the supply base.
Postponement might merit a chapter on its own, maybe even an entire book. For now, postponement stands as the Holy Grail of flexibility. Among other things, postponement either allows production to skate on quick changeover/short run tactics or amplifies the capabilities that result.
Just imagine the consequences—in efficiency, in consistency, in inventory management—of making dozens of customer-specific SKUs in one run, labeling them only when orders are received, and treating them as a single SKU until then. Consider the asset investment ramifications of not having any finished-goods inventory and assembling components only upon receipt of an order.
Picture an apparel retailer who can wait until early results are in before dyeing goods in this season's hot new color (and avoid dyeing and shipping what turns out to be this season's not-so-hot new color). What bliss if merchandise can be held in a master distribution center (a short distance from a network of stores) until demand patterns are established and warrant shipment. From batteries to paint, from Tshirts to shoes, from frozen peas to PCs, postponement is a big deal in the flexible world.
But there's more.
Other contributors to flexibility
For example, defining processes, including resource requirements, for so-called non-standard products and activities can be a life-saver. Typically, the elements aren't really non-standard but rather, represent such a small minority of transactions that they get lost in the shuffle of designing new systems or facilities. When they do show up in real life, if the workarounds haven't been specified, they can bring an operation to its knees—and usually at the worst possible time. The investment of solving these problems in advance is worth its weight in Valium.
It is also good practice to consciously avoid over-investment in complex material handling and control systems. It is quite common for customer and order profiles to change even before new facilities and systems are brought online. Making mechanized systems not too rigid, and relatively easy to re-engineer is critical to the flexible life.
Then, there could be more customer issues. As time passes, individual customers—certainly the major ones, and to an extent, the minor ones as well—will diverge in their requests and demands for special handling. So the potential for mechanical systems and people processes to do essentially the same thing in different ways becomes critical.
The adaptability of information systems to change is another vital enabler to successful organizational flexibility. A sure warning sign is when a company decides that something "can't be done" because "the system won't let us." The bedrock foundation for any and all of these approaches to flexibility is, however, cultural. Flexibility is only a word to organizations that try to force all transactions and relationships through a one-sizefits- all model. The old idea of high-volume standardization equating to "efficiency" doesn't work in customer-focused demand-driven supply chains.
What it's all about
So what is flexibility all about? Only a few things, really, but all vitally important:
The ability, and willingness, to stop on a dime and change direction when either strategies or tactics dictate.
The capacity, and desire, to alter both physical and intellectual processes when customers and markets require a next level of execution.
The capability to maintain excellence in parallel processing paths for customers and channels with differing requirements— that is, the simultaneous execution of diverse game plans.
The discipline to set up and test alternatives in sourcing, manufacture, transportation, warehousing, order processing, information systems, and communications, both as capacity/capability solutions for seasonal and other peak periods, and as provisions against future needs to change.
The routine integration of flexibility techniques into operations, throughout the realm of supply chain planning and execution.
A culture that goes beyond embracing change, to one that seeks change and understands how to leverage fragmented, diverse, and focused solutions for longterm marketplace success.
Like most worthwhile efforts, there's loads of hard work, persistence, stamina, commitment, and resources involved in building flexibility into the supply chain. What a payback, though!
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.