With a competent supply chain management group and board of directors, any organization can considerably be more confident. It also helps to fill in with significant strategic information. The analysis and findings are less prone to bias and error, and investors' and customers' interests will be better safeguarded
FREMONT, CA: Maintaining customer relationships has become very important in today's market. To maintain a good customer relationship, most of the companies, especially retailers, franchisees, and independent sellers—depend on the supply chains, which is essential in today's delivery economy needs. While providing attractive and competitive pricing to customers, it also generates positive financial results for the organization's investors. For firms that really look for achieving this balance, recruit board members who can understand and speak the critical role of the supply chain.
Offering a unique and marvelous customer service is not possible without a well-managed and integrated supply chain. New topics like entering new world markets, taking on new acquisition targets, and widening products and services attract many C-suite executives and board members. The critical supply chain themes like inventory control, master data standardization, technology implementation, and optimization of distribution/warehouse should be understood and discussed in the boardroom.
Getting the attention of the C-suite executives and board members is the only objective of many organizations for which they compel their supply chain managers to turn themselves inside out to. Though they end up communicating supply chain needs, it does not always lead to the expected outcome. This is very proper for the strategic board decisions on issues that are completely dependent on the capacity of the supply chain to execute rapidly and at high-quality levels, and that will significantly affect the organization's customer service or product offerings. This is also true for strategic decisions, mainly those necessary to ward off the emergency, like political risks with part of suppliers, health and safety concerns, and labor volatility. It is the difference between average versus world-class performance.
Supply chain officers need to be cultivated, be cross-functional, and training for the best communication, make sure that they understand the company's business, and its strategic concerns. Supply chain managers must be viewed as reliable business officers. They should also be able to produce consideration of critical performance data for C-suite executives, which can be transformed into financial metrics. This will help the board members to understand the supply chain's performance, challenges, and needs.