End-to-end supply chain: call for content
Is it just me or is anybody else bamboozled or even mildly puzzled by the absence in project management literature of any helpful information on dealing with the challenges of achieving an integrated end-to-end supply chain?
Some of the problem is undoubtedly down to language.
All too often I come across people using terms that confuse procurement with supply chain management; and very rarely do I find a supply chain expert using PM terminology or a project manager using SCM terminology.
My 36 years working in the aerospace & defence sector has taught me that you ignore at your peril the important task of consciously designing a x-functional, end-end, through-life supply solution early enough in a project’s lifecycle to stand a chance of reaping the cost and service advantages that are often on offer. And it’s not just a matter of on-cost and on-schedule performance; how many project managers give any serious thought in the planning stage of their project as to the surge capacity, the speed of response, or the degree of flexibility for future change that is needed from their end-end supply chain?
It’s high time that the PM and supply chain communities got closer together to understand each other’s world, language and thinking. I believe the prize is worth it – an optimised supply chain will often bring win-win-win to customers, suppliers and partners alike.
Does this resonate?
Please let me know your views or where I can find some literature on the subject... or alternatively suggest some useful medical prescription for my ongoing puzzlement.
Editors' note: Should any specialists in this area be willing to write an article or further blog on this topic, please contact me on firstname.lastname@example.org
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“There is only one cake,” I stated to the rather amused group in front of me. “And it’s only fair, if more than one person helped bake that cake, that they each get a slice of the cake.”
Many people think of an initiative in terms of “deliver the project” and then “realise the benefits”. I thought I would share an approach concerned with a business, or technical, “capability”, that focuses on use of the capability to realise the benefits.
APM’s Contracts and Procurement Specific Interest Group’s long-awaited APM Guide to Contracts and Procurement: For Project, Programme and Portfolio Managers has been published and is available from the APM bookshop online.