Reinvent your supply chain from the outside in – cut costs, growth revenue and increase customer satisfaction.
We are now seeing and experiencing increasing turbulence in practically all our major industries, which is leading to costly mis-alignments between suppliers and their customers/end users. The world is no longer as forgiving as it was a few decades ago. Customers going online have become increasingly demanding, and the operating environment has become exceedingly complex. This combination means that companies wishing to survive and thrive in the coming decades must transform themselves to become more agile and market responsive.
The problem is: where to start this transformation journey? We all pay lip service to being customer-centric, but the reality is that most of the world’s large corporations have built up their logistics networks (and by extension their enterprise supply chains) over many years of sunk investment, pursuing the flawed philosophy of ‘one-size-fits-all’.
The solution to this dilemma is the Dynamic Alignment™ framework, which directly links the target market, to the operational strategies, internal cultural capability, and leadership styles inside our enterprise. It will help you to adopt an ‘outside-in’ perspective of our market by seeing the world through the lens of our customers; and use the insights gained in this way to reverse engineer the capabilities inside our enterprises to more precisely align with customers’ expectations.
Transforming Supply Chains allows you to segment your customer’s expectations into not one, but several dominant buying behaviours. By identifying how your market is structured, you can develop matching value propositions and corresponding operational strategies for each behavioural segment identified and then use those findings to redefine the internal operating structure as well as the external supply chains. Companies already using this model have seen greater customer satisfaction, an uplift in revenue, and a reduction in costs. In some cases, companies have doubled their margins within a year.
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