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Redefining relationships in the supply chain Wednesday 1 Dr Chris Manning Where are we now?
Objectives ,[object Object],[object Object],[object Object],[object Object]
Changing requirements = changing relationships ,[object Object],[object Object],[object Object]
Best-in-class Trends ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Assumed Control of Global Sourcing  & Procurement Hidden purchase of strategic components directly from  lower supplier  manufacturers Resells  components up the  supply chain Leverage Global Buying Power to Reduce Costs Reduces risk  of lower order suppliers  feeling pressured to  reduce prices Ensures  distribution based on need Mitigates risk to Quality  Mitigates risk from supplier cost blow-outs and fluctuations Increases SC transparency Ensures supply of critical components  Opportunity to monitor quality & performance  Reduces supplier costs & risks Keeps sensitive Information within The company
Reliability and long-term performance ,[object Object]
Suppliers Open collaboration: Expertise &  Knowledge Sharing Improved long-term relationships built on trust Shared supply chain risk Shared response to cost reduction  from  larger cost base Improved Time-to-market
Activity 1 ,[object Object],[object Object],[object Object],[object Object]
[object Object],where are we going? Wednesday 2 Dr Chris Manning
Industry Leadership through relentless Innovation ,[object Object],[object Object],[object Object]
Basis for new competitiveness ,[object Object],[object Object],[object Object]
N = 1 Focus on the centrality of the individual ,[object Object],[object Object]
R = G Focus on access to, not ownership of resources  ,[object Object],[object Object]
Evidence of change ABB enters strategic partnering agreements in China for manufacturing and IT to focus on “ABB’s real art.” Phillips is teaming up with academics, industry peers and suppliers to create momentum for future directions. EADS is looking for innovation and people who think differently – student competitions to design aircraft parts, materials and systems. Bombardier had developed a industry-leading logistics, technical, maintenance, and field support network for its Learjet. TomTom collects customer innovations and feeds them directly into the design process.
OAIC Conference 2009 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Delegates at Everett 777 assembly line Examples of change
The basis for relationship Knowledge Management Connectivity Open Innovation Collaboration Collective Intelligence Knowledge Discovery Data and information Management LEARNING ACTION Sense-making EXPERIENCE Individual Expertise Collaborative Media Business Analytics Data and Information Infrastructure
Open innovation networks Customer Networks Professional Networks Business Networks Practice Networks Process Networks
Activity 2 ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],Wednesday 3 Dr Chris Manning Change requirements
Linking intent with knowledge & expertise ,[object Object],[object Object],[object Object]
Adaptive SCM Learning Environment
Adaptive-SCM Framework
Adaptive-SCM Architecture
Activity 3 ,[object Object],[object Object],[object Object],[object Object]
An N=1 Supply Chain ,[object Object],[object Object]
An R = G Supply Chain ,[object Object],[object Object],[object Object],[object Object],[object Object]

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Adaptive SCM

  • 1. Redefining relationships in the supply chain Wednesday 1 Dr Chris Manning Where are we now?
  • 2.
  • 3.
  • 4.
  • 5. Assumed Control of Global Sourcing & Procurement Hidden purchase of strategic components directly from lower supplier manufacturers Resells components up the supply chain Leverage Global Buying Power to Reduce Costs Reduces risk of lower order suppliers feeling pressured to reduce prices Ensures distribution based on need Mitigates risk to Quality Mitigates risk from supplier cost blow-outs and fluctuations Increases SC transparency Ensures supply of critical components Opportunity to monitor quality & performance Reduces supplier costs & risks Keeps sensitive Information within The company
  • 6.
  • 7. Suppliers Open collaboration: Expertise & Knowledge Sharing Improved long-term relationships built on trust Shared supply chain risk Shared response to cost reduction from larger cost base Improved Time-to-market
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14. Evidence of change ABB enters strategic partnering agreements in China for manufacturing and IT to focus on “ABB’s real art.” Phillips is teaming up with academics, industry peers and suppliers to create momentum for future directions. EADS is looking for innovation and people who think differently – student competitions to design aircraft parts, materials and systems. Bombardier had developed a industry-leading logistics, technical, maintenance, and field support network for its Learjet. TomTom collects customer innovations and feeds them directly into the design process.
  • 15.
  • 16. The basis for relationship Knowledge Management Connectivity Open Innovation Collaboration Collective Intelligence Knowledge Discovery Data and information Management LEARNING ACTION Sense-making EXPERIENCE Individual Expertise Collaborative Media Business Analytics Data and Information Infrastructure
  • 17. Open innovation networks Customer Networks Professional Networks Business Networks Practice Networks Process Networks
  • 18.
  • 19.
  • 20.
  • 21. Adaptive SCM Learning Environment
  • 24.
  • 25.
  • 26.