Security of supply is currently a major issue in many industries and many companies. Supply chain managers cannot avoid uncertainty and risk. But they can and must help the company to become resilient<\/a><\/b>.<\/p>\n Markets are constantly changing. This change is happening faster and faster, on the one hand due to crises in world politics, on the other hand due to ever more comprehensive and rapid digitization. Companies have to react adequately in order not to suffer competitive disadvantages. Data and facts are important for this. However, the status of digitization itself decides on the availability of data. What counts is not just<\/i><\/u> the right key figures, but also successful concepts<\/a> to react adequately to these key figures. <\/strong><\/p>\n Emarticon is your expert when it comes to <\/strong> supply chain consulting<\/strong><\/a>. <\/strong>We have experience in digitizing the supply chain<\/b><\/a>, in key figure-oriented supply chain management and its optimization. We help you to exploit the full potential of your SCM organization.<\/b> Clemens Rinnebach<\/a><\/b> and his team of experts are at your side with professional help and expertise. We do this as consultants and coaches as well as interim managers. Especially as temporary \/ interim managers<\/a><\/b> we can make a high value contribution.<\/p>\n<\/div><\/div><\/div><\/div><\/div> Many companies find it difficult to build and maintain a truly optimized supply chain. This is due to the fact that a large number of both external factors and internal boundary conditions come into play.<\/p>\n \ud83c\udfa5 Video tip:<\/strong> Never change a winning team is true of course! ...but only under one condition: the rules of the game remain the same. And that is exactly what is not the case in the supply chain. The supply chain concept must be put to the test in the event of sharply rising energy costs and higher transport risks or changing risks of supplier failure, as well as with the availability of new technologies.<\/p>\n<\/div> However, it can be observed that many companies tackle changes too late and wait for the time being. Possible risks and costs of the changes themselves often play a major role. Better to wait?<\/b> With the right experience, risks can be assessed or costs can be limited with the right project management.<\/p>\n<\/div>\n The other hurdle when starting changes that have already been identified as necessary is the lack of experienced staff \u2013 for example as managers of the change project. An interim manager can help here. Someone who can contribute experience from comparable projects and is not tied to the specific history of the company. With the right sensitivity and an appreciative management style, this person can often overcome hurdles in a simple manner.<\/b><\/p>\n<\/div><\/div><\/div> Do you know that? The next order is pending and the release workflow provides for more than ten \"approvals\". Have you ever wondered how exactly an \"approval\" is carried out when there are nine other people looking at it?<\/p>\n<\/div> And also very important: the reporting! Yet - how many KPIs are measured and not evaluated or not responded to?<\/b> For example, when was the last time a supplier of your company was delisted due to poor supplier ratings?<\/b><\/p>\n For sure: A four-eyes principle is a necessity for compliance-safe processes. It is also important to collect and report key figures from procurement and the supply chain on a regular basis. However, our experience shows that the use of existing data is not optimal in many companies and the reaction to deficits is often too late - especially when many employees are involved in the decisions.<\/p>\n Our tip:<\/b> Regularly put your key figures, your reporting as well as your decision-making and reaction processes to the test.<\/p>\n We support you in defining and using the right processes and systems in order to efficiently measure and track your KPIs. We enable you to improve your supply chain and keep it in this status.<\/p>\n<\/div>\n<\/div><\/div><\/div><\/div><\/div> It is true that the specialist department and IT should work closely together early on... <\/p><\/div><\/div> Good cooperation between IT and the specialist department is important. However, the real potential of digitization is only leveraged if the specialist department remains in the driver's seat.<\/p>\n There is great potential, for example, in the use of AI-based sourcing<\/a> and supply chain management<\/a>. Examples are risk assessment, supplier selection, auctioning, warehouse management, spare parts search, user guidance or demand forecast. The assessment of the quality of AI-based systems in these areas, for example, can only be carried out by the specialist department, ie procurement. In our consulting practice, however, we observe that the responsibility for the success of Digitizing Procurement<\/a> lies with IT. As a result, the essential decisions are often made there and It is not uncommon for the specialist department to be overruled when it comes to system selection<\/b>.<\/p>\n<\/div><\/div><\/div>The 3 top mistakes to avoid in the supply chain right now<\/h2><\/div>
When supply chains stall despite full warehouses, the problem rarely lies in logistics \u2013 but rather in the forecast.
Our short Emarticon video \u201cSupply chain management, but intelligent<\/a>!\u201d<\/em> In 60 seconds, it shows how incorrect forecasts lead to chaos \u2013 and what modern planning systems can do about it.<\/p>\n<\/div><\/div><\/div>Mistake 1: Belief in \u201cnever change a winning team\u201d<\/h3><\/div>
![](\"http:\/\/emarticon.de\/wp-content\/uploads\/AdobeStock_334513002.jpeg\" "\\"Womens")
Mistake 2: Living the concept of \u201cmany eyes see a lot\u201d blindly<\/h3><\/div>
![](\"http:\/\/emarticon.de\/wp-content\/uploads\/AdobeStock_96678110.jpeg\" "\\"Group")
Mistake 3: IT controls the specialist department<\/h3><\/div><\/div><\/div>
![](\"http:\/\/emarticon.de\/wp-content\/uploads\/AdobeStock_104653693.jpeg\" "\\"Two")