If you talk to us, we can tell you objectively about the entire competitive landscape of the supply chain consulting industry and how we fit into it. After all, we pioneered supply chain consulting in Australia and, maybe, even in the world.
We do not like to say bad things about our competitors on our website or anywhere else, so please do not ask our opinion about other consulting firms you might be considering.
If you talk to us, we can tell you objectively about the entire competitive landscape of the supply chain consulting industry and how we fit into it. After all, we pioneered supply chain consulting in Australia and, maybe, even in the world.
We do not like to say bad things about our competitors on our website or anywhere else, so please do not ask our opinion about other consulting firms you might be considering.
This website is not meant to tell you about our stellar achievements in the past 22 years of running this company. Nor do we want to focus here on how we predicted well in advance the shipping and supply chain crises currently gripping the world.
The focus is firmly on you, your supply chains, the improvement projects on top of your mind at the moment, and what role we could play in those projects for you to achieve better results in the shortest time frame.
In our observations of the past thirty years, no supply chain starts off as dysfunctional. Most supply chains were reasonably functional at some time in the past.
Why are Supply Chain problems continuing to gather momentum?
As improvements and additions are tacked on to them and, as the technology progresses, as the competitors move, and as mergers, acquisitions, divestitures and other corporate strategy moves are executed most supply chains become increasingly dysfunctional.
Can anyone predict these problems with any certainty? How can you solve the biggest current problems hurting your supply chain? How can you trace the root cause of what is damaging your supply chain the most?
Sometimes, the root cause can hide very far from the problem itself.
Your team may need our help to investigate the full extent of your supply chain problems, and, all the complications the root cause could be causing far and wide. Your supply chain driven problems could be more visible in sales, marketing, finance and in your supplier base, as well as in your customer base.
The key question is this:
How can you balance coherent, holistic Supply Chain thinking with fast, focused action?
Get in touch with us to discuss how our clients do it everytime over the last 2 decades, or more.
Get in touch with us to see how we consistently use this proprietary matrix to pinpoint the exact nature of intervention required. Uniquely among consulting companies, it aids in just the right intervention at the right place (rather than trying to boil the ocean to make a cup of tea).
There are few firms with a consistent track record since January 2000 of successful large scale supply chain strategy projects. For supply chain strategy projects, measured against MBBB firms and their clones, Global Supply Chain Group’s key differentiation is that today, we achieve better results with smaller teams.
You do not need a supply chain strategy consultant if you already have a precise answer to this question, and, you can answer the rest of the four questions easily and accurately.
However, as in most cases, the answer is somewhat vague like a scatter gun shot, you need to start at the top. Clarify and agree on this answer before you do anything else.
You may need a firm like ours to help you clarify answers to these questions, and many similar questions. Contact us on [email protected] in that case.
If it is a strategic problem, a tactical consultant simply would not be able to get their minds around it. They will likely ignore the real problem, or trivialise it, and make themselves look useful by focusing on the wrong problems that they can comprehend.
Same applies to the areas of supply chain that are directly underperforming. Shipping, manufacturing, warehousing, logistics, inventory experts can rarely step out of their respective comfort zones. Very few of them can deal with the real board level strategic supply chain projects.
Similarly many board level strategy consultants rarely know even the terminology used by the lower level personnel in supply chains – they end up ‘inventing’ their own terminology, which creates adverse reactions, and, proves counterproductive in most cases.
Supply chain management deals with problem solving in supply chain, while supply chain governance deals with problem prevention in supply chains. Most companies now pay a lot of attention to supply chain management, but pay scant attention to supply chain governance. And, as a result they end up employing the wrong kind of consultants at the wront time.
Supply chain is all about integration, and optimisation. On a scale of 0-10 try and assess the level of integration and optimisation in your company. At a lower levels of integration and optimisation, you need to assess your company’s comfort level with higher level concepts such as integration, or optimisation. Do not waste your money on super-expensive strategic consultants if you, and your team, are not yet ready to move to a higher level of supply chain. That would be like buying Ferrari to drive on a dirt road.
It is common knowledge that everyone complains about the supply chain in almost every company. All sorts of ills are blamed on supply chain management simply because, in general, the supply chain leaders are the least savvy in boardroom politics.
While this is a big weakness (and must be addressed as such), bigger weaknesesses in sales, marketing or even finance can be masked by just pointing their collective fingers at the supply chain team. If that is also the case in your company, you are wasting your effort by focusing your transformational effort solely on supply chain management.
ALWAYS MEET OR EXCEED EXPECTATIONS
ORIGINAL TARGET SURPASSED BY 70% IN HALF THE TIME
VERY POWERFUL IDEAS, IMPLEMENTED VERY DILIGENTLY
THE BOARD WAS HIGHLY COMPLIMENTARY OF THE PRESENTATION AND THE RESULT