Even if you live in a cave, chances are you haven’t missed the noise around ‘Supply Chain Visibility.’ The terms are many: “Control Tower”, “Operational Intelligence”, “Situation Room”, “Supply Chain Cockpit”, “Predictive ETA”, and so on. From software vendors to analysts to users, each group has coined its own terminology.
It was the penultimate day of my trip to our San Jose office. In the evening Vikas, Dinesh & I went for a short hike at the Alviso Marina County Park. It was a beautiful trail and the hike was uneventful except for Vikas’ narration of his past exploits with a mountain lion. After the hike Dinesh said that we should grab a quick drink and I suggested a nearby Mexican joint. “The place serves amazing guacamole. You should have that with tortilla,” I tried to tempt Vikas’ mostly vegetarian palate.
L: Dick Fosbury doing the “Fosbury Flop” to win the high jump gold medal at the 1968 Mexico City Olympics (Source: International Olympic Committee)
R: Illustration showing path of center of gravity in the Fosbury Flop (Source: Wikimedia Commons, Author: AlanSiegrist)
A Poetic take on the needs of Operations and Supply Chain Leaders, and how process automation with OpsVeda changes the game!
It was a winter morning over two decades ago. My class mates and I had braved the cold to turn up at the IIT Kanpur airfield to carry out experiments required to complete our course. The excitement was palpable because most of us were going to fly for the first time.
The supply chain is a complicated beast. From warehouse fulfillment through to the point of sale, there are a number of processes that can break down at any time and impact your business. Supply chain management monitors the flow of goods and services so you save time, reduce costs and provide better customer service. Here are three reasons why you need OpsVeda in 2018.
"... You find out that life is just a game of inches. So is football. Because, in either game - life or football - the margin for error is so small. ...The inches we need are everywhere around us. They are in every break of the game every minute, every second. On this team, we fight for that inch. …cause we know when we add up all those inches that's going to make the **** difference between WINNING and LOSING, between LIVING and DYING. … " - Al Pacino in Any Given Sunday
It was early 2004 and I was catching up with a friend from my college days. He was the regional head for a Consumer Goods major in India, and told me about changes they were making to streamline operations. That included consolidating the number of stockists and wholesalers. I was puzzled because the company was known for its reach even in remote rural areas, enabled in large part by these very channel partners they wanted to terminate. Our conversation went something like this: