How great supply-chain organizations work | McKinsey
Sep 24, 2020 · The supply-chain function’s organizational design interacts with its assets, technology, processes, and people to make strategy happen. When parts of this system are not aligned, execution can be nearly impossible. Take the example of a consumer-goods manufacturer with a fundamentally decentralized supply-chain organization.
How great supply-chain organizations work When redesigning a supply-chain organization, it’s intuitive to look to successful companies’ design choices. But our research finds that other factors correlate better to bottom-line performance. September 2020 © Getty Images by Knut Alicke, Elena Dumitrescu, Markus Leopoldseder, and Max Schlichter
Is your supply-chain operating model right for you? | McKinsey
Jun 1, 2014 · But as companies expand globally, designing a supply-chain operating model—which encompasses the supply chain’s organizational structure, governance, and processes—becomes an increasingly complex undertaking.
research, between supply chain organizational archetypes and bottom-line performance. But a variety of organizational mechanisms can supplement structure and help lead to successful outcomes. A survey found six markers of great supply chain teams, all of which were correlated with improved EBITDA: — end-to-end coordination — decision rights
“Supply Chain 4.0 – the application of the Internet of Things, the use of advanced robotics, and the application of advanced analytics of big data in supply chain management: place sensors in everything, create networks everywhere, automate anything, and analyze
organizational structure with a clear vision. Back in 2007, for this part of the business, our supply-chain functions were fragmented across different areas of accountability. There was no real supply-chain mind-set—no perception that supply chains have strategic value and involve much more than logistics. With our first catalyst—the initial
How three external challenges made Nokia’s supply chain stronger
Jul 1, 2015 · There was no real supply-chain mind-set—no perception that supply chains have strategic value and involve much more than logistics. With our first catalyst—the initial integration—our major goal was to create a supply-chain and operations organization that would function on a true end-to-end basis.
Our work has highlighted three core organizational areas where balancing this tension between stability and flexibility is critical: organizational structure, which defines how resources are distributed; governance, which dictates how decisions are made; and processes, which determine how things get done, including the management of performance.
– Integrated Supply Chain Management and Strategy: Learn how to manage variability in supply chains with a particular focus on end-to-end collaboration across the value chain and explore how to set up segmented Supply Chain strategies.
Case Studies | McKinsey & Company
May 13, 2024 · McKinsey partnered with one of Southeast Asia’s largest B2B and B2C retailers, CP AXTRA Public Company Limited, the operator of Makro, to create a new B2B online platform—and provide crucial supply chain resilience for small businesses amid the pandemic.