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Supply Chain Diagnostics

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25.01.2022 Have just completed chairing and moderating GDS International two and a half day Next Generation Supply Chain Conference in Cairns. In all over 18 sessions included presentations, roundtables, panel discussions, workshops and keynote addresses. We heard from many informative and interesting speakers and presenters, but the main theme that recurred throughout was that now is the time for supply chain managers to assert themselves within their organisations, and that it is up to ourselves to earn respect within the organisation if we are to be listened to.

24.01.2022 Developed an inventory management spare parts analytical tool for a distributor of a major equipment manufacturer. The tool was developed to predict spare parts requirements for each of the major components based on vehicles/equipment located at remote mining sites and overhauled at three major repair stations in Australia and overseas. The tool is also able to be utilised to assess and identify LSS opportunities, perform simulations, evaluate alternative repair scenarios, conduct spare parts shortfall analysis, assist with repair deferral decisions, new vehicle sales analysis, business case development and assess additional overhaul capacity.

18.01.2022 Over a period of three months have written Best Value Reviews for a major Victorian municipality within three divisions: Human Resources, Corporate Services and City Development. The reviews required assessment of current performance, analysis of customer satisfaction and identified opportunities for streamlining the various services undertaken by the departments/service lines of each of the divisions.

14.01.2022 Check out our new web page www.supplychaindiagnostics.com.au

06.01.2022 Currently chairing a supply chain conference - Next Generation Supply Chain 2013 - and the 1st session was on how supply chain managers can influence their organisation to accept supply chain as an equal participant. The attendance was comprised of 20 senior supply chain managers from a diverse group of companies throughout Australia. The key takeaways included the following: 1. The respect for supply chain as a profession has finally turned the corner in the past 4-5 years.... Most thought it would happen 20 years ago in what was then going to be the supply chain decade (the 90's) but it never really eventuated 2. Companies that succeed in business in the future will have managers (CEO's, CFO's, COO's etc) that embrace or understand (they get it) supply chain management and have good supply chain managers 3. Supply Chain managers need to have a dose of commercial reality, and must understand the strategic intent and provide strategic alignment to the business. In this sense they must look at and influence business strategy 4. Understanding logistic and supply chain risk is a key element of managing supply chains 5. Supply chain managers, if they are to effectively manage their supply chains for their organisations, must be involved in corporate strategy sessions (e.g. annual planning) and sales planning sessions. If they are not invited, then it is their failing, not that of the other managers, and they need to become so competent that other managers would not dare to overlook or exclude them 6. It is up to supply chain managers to be viewed as equal participants in supply chain and business strategic planning development, and not be subjugated to other professions in the business

06.01.2022 "I don't know what this logistics is, but I want some" Admiral King US Navy 1942 Many logisticians attribute the founding of logistics to the United States during World War II. But the term was used in ancient times across many armies. ... But the best known strategist of all times - Sun Tzu - probably was the first to incorporate logistics into general military strategy when he wrote in his seminal work "The Art of War" in 320BC: ... an army that lacks heavy equipment will lose the battle; an army that does not have food will not survive; an army that does not have supplies cannot continue fighting.