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Although already widely deployed in manufacturing, the lean concept isn’t as easily applied to a supply chain organization. It becomes even more difficult when the latter is geographically spread out and that the maturity level is heterogeneous. It is then advised to come back to the Lean Manufacturing basic questions:

  • How to improve productivity and to limit losses?
  • How to control machine capacity?
  • What are the drivers for cycle-time reduction?
  • Which tools box do the operators need?
  • How to measure the maturity level of the company's entities? 

 

Decision Value can help you to improve your results, without being dogmatic or lapsing into a productivity or 0-stock race often at the expense of demand fulfillment:

  • Conception of the company's production system 
    • Identification of the fundamental principles of the company's production system
    • Structuring and explaining the "Tools" Box made for the operators (Processes, routines, continuous improvement tools,...)
    • Audit of the maturity to evaluate the principles implementation level of each entity
  • Implementation of specific Lean actions
    • "Lean Manufacturing" actions : 5S, Kanban, ...
    • Continuous improvement projects: SMED, Kaizen, ...
  • Lean Data Management
    • Definition of the data governance strategy
    • Structuring a data cleansing plan

Point of View - October 9th 2018

How to capitalize on SCM expertise to implement CSR strategy

In the previous Point of View, we highlighted the historical key stages leading to the emergence of CSR.

In the early 1980’s, the Supply Chain Management (SCM) concept arose to allow a better transversal integration of the company and valorization of  its resources to serve customer satisfaction and profitability, with fundamental principles a CSR approach can only approve.

However, one could object SCM focuses only on economics, while CSR integrates 3 axes: economy, social and the environment. Is this really the case? Although SCM seems to consider the interests of only 2 stakeholders (the shareholders for the profitability and its customers for the service), we ought not to under estimate the indirect social and environmental gains it creates. For example, the pacification of relationships within silos of the company, as well as with its suppliers and customers, or chasing down waste to limit scraps and material losses, without talking about transportation optimization decreasing greenhouse gas emissions.

Thus, Supply Chain Management, while being focused on the economic stake, directly or indirectly contributes to most of the CSR axes.

 

Therefore, it’s completely logical today to think about how to take advantage of SCM experience to facilitate the integration of CSR practices into the company?

 

 To learn more about it, click here.