WANT TO KNOW WHAT WE ARE KNOWN FOR?
More than 120 years of Combined Cutting Edge Corporate Experience in Supply Chain Based Business Transformations
Our Value of Collaboration Added Is Typically In Excess Of 10 Times The Project Costs
Our Projects Are Less Expensive To Our Clients.
Loyalty and Competence Of globalscgroup-
- Rates are about 70%-90% of the top-tier strategy consulting companies who do similar work.
- Hours worked are lower because we don’t inundate projects with learn-on-the-job junior staff.
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- Our results value of collaboration, by far, exceed those delivered by other strategy consulting firms or internal teams.
- Aided by our ability to envision the supply chains of tomorrow, we quickly focus on strategic points of high leverage to create the highest business impact in the shortest periods.
- Our key people are pioneers and renowned thought leaders in the field of supply chain management. One of them was part of the team that coined the phrase “Supply Chain Management” more than 25 years ago – and was instrumental in developing the whole methodology, terminology, and tool kit during the pioneering days of this discipline.
- We stay on the job only till we (and our clients) believe we are adding value. We recognize that we do not want to be part of the client management team.
- We fund to develop and remain on the cutting edge of new research, methodologies, models, heuristics, and tools.
- With a combined experience of more than 150 projects and more than 120 years in supply chain values consulting and senior management, our core team has seen many types of situations, industries, geographies, and issues.
- Our hypothesis-driven approach combined with our accumulated intellectual capital of templates, databases, and benchmarks is extremely powerful in short-circuiting the project life-cycle.
The Value Of Collaboration: Loyalty and Competence of Globalscgroup
HOW CEOs GET RESULTS
It is not simple – to choose the right senior executive teams, have the right vision agreed upon, and come up with the right strategy to achieve the results.
Whether it is internal teams, or the external teams – winning CEOs rarely make any mistakes in finding the right combination of loyalty and competence.
Figure 1 – The Leadership Matrix
Anyone who has crossed the C-Level barrier does not need the above figure explained to him – intuitively it is well understood.
They key point we want to make here is that despite that high level of understanding it is still common to see people in all four quadrants in any organisation. Why?
That question is worth pondering.
A bigger question is what can you do about this reality?
Here are six key points worth remembering at all times. Whenever you temporarily forget them, and transgress these very important rules of human leadership, the decision you make will come back to haunt you:
1 . Both Loyalty And Competence Must Be Tested Often
Everyone around you will try to assure you of their loyalty and competence. They will also try to demonstrate these through various means. Just because they succeed in doing so does not mean that you can stop testing them.
It is beyond the scope of this page to discuss how to test these – but suffice to say it here that test them in small measures, and test them often.
2. Both Loyalty And Competence Must Progress In Small Measures
This comes natural to most leaders – and the only reason it is mentioned here is to note that whenever any leader has transgressed this law of human nature, they have paid for the transgression.
3. To A Large Extent Loyalty and Value of Collaboration Can Go Up, Or Down, With Emotions Of The Person
Works for hand in hand with the automotive industry to develop the best supply chain strategies as well as implement the most cost-effective inventory and acquisition methods.
4. Competence Is Situation Specific - But It Can, To Some Extent, Go Up And Down With Emotions Too
Just because I am a ex-ships captain most people assume I will be very good at handling sail boats too. It is not true.
On the other hand, whenever a sail boat is in trouble, my general seamanship, from years spent on water, kicks in, and I can handle almost any difficult situation on water better than most sail boat skippers.
A small change in situation can change the competence.
Finally, emotions play a role in level of competence too. Under stress, any person will temporarily make bad decisions.
5. Do Not Be Misled By A Persons Peak Level Of Loyalty And Competence
At their peak, everyone looks excellent in their competence, and loyalty. If that peak happens to be when you first meet them, or when you last met them, primacy or recency effects take over and you always remember that person in that light.
It takes a conscious effort to undo the primacy effect, or recency effect and to look for a person’s average level of competence and loyalty.
6. Having Multiple Options Is The Best Way Forward
All the forgoing is a precursor to leave this strategic message – as a leader you need the best in competence, and in loyalty.
Keep multiple options when it comes to strategy consultants. Just because a company is good in accounting, or auditing, or general business strategy does not mean they will be anything close to world’s best in supply chain strategy.
Loyalty, on the other hand, is something you can judge for yourself. Generally, people with more than one master can only to loyal to themselves.
Know How
You will not find a better collection of people with Supply Chain Mastery on earth. One of our senior partners – Dr. Wolfgang Partsch was part of the first team ever to coin the phrase supply chain management (SCM), create the methodology and disseminate it for free around the world. Our Managing Director, Vivek Sood, is uniquely practical yet esoteric in his approach to outstanding results. Rest of Our Team, and our intitutionalised knowledge base contribute to the unique know-how we bring to every project.
Network
There is nothing more powerful in the 21st century than the network. Not the infrastructure, not the knowledge base, not even the capital base. We regularly tap into a network of around 200 top-tier senior level ex-top-tier-strategy consultants for our projects and a much wider network for our information and market intelligence. This network is the reason that we can create results that far outmatch much larger top-tier consulting companies on a global basis.
Results
Results are not just our mantra, they are our lifeblood. Humble yet passionate, we are driven by our desire to serve where we can add the most value – in global supply chain management.
Global Supply Chain was established on the firm foundations of RESULTS orientation. There was no other reason for our senior partners to diverge paths from highly respected top-tier firms they were part of earlier.
As those firms grew in size, the internal concerns because just as big, or even bigger than, the results that clients were paying for. Our results oriented personal values and work ethic led us to where we are today.
BEST WAY TO HELP OTHERS IS TO FIRST HELP YOURSELF
The words ‘supply chain’ do not easily create meaningful mental images. It is even harder to know and contrast a ‘good’ supply chain, a ‘bad’ supply chain and an ‘ugly’ supply chain.
Think of this as the difference between the world’s ‘pro-circuit’ golf or tennis players, your typical ‘club champion’, and a ‘beginner’ player.
You will encounter a lot of ‘beginners’ a few ‘club champions’ but rarely a ‘pro-circuit’ player in your company supply chains. That is just the natural order of things.
That is why it is always good to know who to call whenever you have a question, a problem, a dilemma, or a doubt about supply chains.
A ‘pro-circuit’ player will always have a deeper and wider perspective that could change everything in the situation to your advantage. For dozens of real life examples get hold of our book – UNCHAIN YOUR CORPORATION.
When you are done asking your freight forwarder, your warehouse operator, your accounting auditors, and your strategy consultants about your supply chain, then it is time to reach out to us. Better still, save a lot of time and money for your company by taking the shorter route.
Any queries or questions that can be resolved in a telephone call, or an email will be thus resolved.
If we are certain that there is someone else who is better than us for resolving a particular query, either due to subject matter expertise, or due to geographical or other access, we will recommend him, or her. This is not altruistic or idealistic. This allows us to focus on our highest value added – projects of substance and interest.
If the situation is best handled through a workshop, or a training we will advise that solution.
If the problem is worthy of a diagnostic, we will advise accordingly. We might even advise who is the best person or entity for the diagnostic in case we do not consider it part of our repertoire, or interest at the moment.
We will provide you with a clear statement of work and rates before commencing any work. There will be no surprises, neither in our charges, nor in our deliverables.