The Transformation – Business Networks Of Supply chain

Business Networks of supply chain There I was – stranded at the Heathrow Airport again – and cursing myself for trusting British Airways and Heathrow once more. However, when it comes to its alliance partners, Qantas leaves a lot to be desired. Every time I fly out of Australia to Europe, I face a choice – whether
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Business Networks of supply chain

There I was – stranded at the Heathrow Airport again – and cursing myself for trusting British Airways and Heathrow once more.

However, when it comes to its alliance partners, Qantas leaves a lot to be desired.

Every time I fly out of Australia to Europe, I face a choice – whether to fly the national airlines Qantas, or another airline such as Singapore Airline or Emirates.

Most of the time I choose Qantas because of my long association with the airline, and the trust it has built with me over those 25 years. However, when it comes to its alliance partners, Qantas leaves a lot to be desired. Iberia managed to lose my baggage and left me with no clothes to wear to an important meeting.

British Airways and Heathrow almost always continue to amaze me with how low a company can fall in a short space of time – and then continue to fall further almost on every experience. I wonder how many other passengers – especially frequent business travelers – feel the same way about their preferred airline where they dislike the alliance partners so much that they are switching loyalties just for that reason.

American Airlines does little to beat its rivals in the US and in my view none of these match Qantas in service or aircraft presentation.

On the other hand, the rival alliance has some strong airlines – Singapore Airlines, Lufthansa to name a couple – that will beat any of Qantas alliance partners hands down.

This creates dilemma for me every time I fly internationally out of Australia. My latest experience with British Airways and Heathrow Airport has convinced me that no matter how much I love Qantas, I have to stop allowing that to interfere with my comfort, safety and convenience in other locations where Qantas hands over the relationship to its alliance partners – who do have to keep the same standards.

Most industries have now morphed into business networks of supply chain that compete with other business networks of supply chains for customer dollars.

I wonder how many other passengers – especially frequent business travelers – feel the same way about their preferred airline where they dislike the alliance partners so much that they are switching loyalties for that reason.

But the airlines are not the only companies that lose customers, or suppliers because of their partners.

Most industries have now morphed into business networks of supply chains that compete with other business networks of supply chains for customer dollars. This transformation in the Business Networks Of Supply chain world is best highlighted by my using the sports of soccer and hockey as an example.

While many companies are still grasping the full implications of this massive shift in the business landscape, others have already adjusted to the new reality where A-team players only play the game A-team while the others are left to play with the rest.

This not only applies to your supply chain partners, but also to the knowledge intermediaries such as the universities, consultants and brokers.A Company Is Known By The Company It Keeps

They used to say that a person is known by the company s/he keeps.
I think, in the modern commercial world of Business Networks Of Supply chain , we have come to a stage where a company is known by the company it keeps.

Business networks of supply chain

All the attempts at social media corporate manipulations are futile if your business network and supply chain partners carry a millstone of bad reputation around their neck.

Some of that bad reputation will rub off on to your business – no matter how much you try the social media management.

Vivek Sood: Sydney based managing director of Global Supply Chain Group, a strategy consultancy specializing in supply chains. More information on Vivek is available on www.linkedin.com/in/vivek and more information on Global Supply Chain Group is available www.globalscgroup.com 

Vivek is the Managing Director of Global Supply Chain Group, a boutique strategy consulting firm specialising in Supply Chain Strategies, and headquartered in Sydney, Australia . He has over 24 years of experience in strategic transformations and operational excellence within global supply chains. Prior to co-founding Global Supply Chain Group in January 2000, Vivek was a management consultant with top-tier strategy consulting firm Booz Allen & Hamilton.

Vivek provides strategic operations and supply chain advice to boards and senior management of global corporations, private equity groups and other stakeholders in a range of industries including FMCG, food, shipping, logistics, manufacturing, chemicals, mining, agribusiness, construction materials, explosives, airlines and electricity utilities.

Vivek has served world-wide corporations in nearly 500 small and large projects on all continents with a variety of clients in many different industries. Most of projects have involved diagnostic, conceptualisation and transformation of supply chains – releasing significant amount of value for the business. His project work in supply chain management has added cumulative value in excess of $500M incorporating projects in major supply chain infrastructure investment decisions, profitable growth driven by global supply chain realignment, supply chain systems, negotiations and all other aspects of global supply chains.

Vivek has written a number of path breaking articles and commentaries that are published in several respected journals and magazines. Vivek has spoken at several supply chain conference, forums and workshops in various parts of the world. He has also conducted several strategic workshops on various aspects of supply chain management. He received his MBA with Distinction from the Australian Graduate School of Management in 1996 and prior to these studies spent 11 years in the Merchant Navy, rising from a Cadet to Master Mariner.

More information on Vivek is available on www.linkedin.com/in/vivek  and more information on Global Supply Chain Group is available on www.globalscgroup.com

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