Supply chain visibility and cooperation goes far beyond the mere automation of order-to-cash and procure-to-pay cycles, typically supported by some form of electronic data interchange. The new wave of Product Development and Operations processes planning is particularly intensive on information interchange.
Just to mention a few examples:
- Drawings and technical specifications
- Bills of materials and routings
- Master product and price lists
- Procurement and delivery schedules
- Planning and capacity modifications
- Order standardisation and acknowledgments
- Delivery information
- Receipt notifications
- Invoice creation and payment instructions
- Performance measures
However, a “one size fits all” approach does not work, especially when dealing with supply chain collaboration. Organisation size, customer/supplier relationships, and internal management’s maturity need to be carefully understood and evaluated in order to design the right approach for collaborative supply chain management.
Optimisation of Net Working Capital (NWC)
In few words optimising Net Working Capital for a business means making sure to maintain a sufficient level of cash flows to meet its ongoing operating costs and short-term debt obligations.
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Warehouse & Logistics Management
Inventory is key for operations management. Apart from being a significant working capital component, effective inventory management is a strategic and tactical component in an organisation’s value chain.
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