Category Archives: Miscellaneous

That’s Not Trash … That’s Profit!

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A recent article in Industry Week explained how TerraCycle can turn your “garbage into gold” by taking non-recyclable pre- and post- consumer materials and up-cycling these traditional waste streams into reusable products which includes eco-binders, trash & recycling containers, pencil cases, backpacks, lunch boxes, and other consumer materials. They’ve even come up with a way to create fertilizer from, and package it in, bio-degradeable waste.

So where’s the profit? If you are a school, church, or a non-profit organization, TerraCycle will provide you with packaging materials and cover postage to ship it non-recylcable food packaging that it uses in the creation of its products — and pay you for each item you provide. For example, you can get $0.02 for each drink pouch, candy wrapper, or cooky wrapper your members collect and send it.

Is Your Supply Chain Ready For The Millennials?

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The Millennials — better known as Generation Y, the children of the Baby Boomers born between 1980-1999, are beginning to flood the global job markets … at least to the extent that they can find work in this recession. And like each generation before, they’ll need to be integrated and trained because, if you don’t, the resultant turn over (which will cost you between 50% and 150% of their salary) will be huge … and the cost on global supply chains will run into the Billions.

The Millennials bring with them a unique perspective and work ethic that stymies older works and frequently leads to intergenerational conflict. They need to be challenged, given regular feedback, cross-trained, and shown a career path. They have high expectations for success, and they are looking for an organization that can help them achieve it. They are the most technologically savvy multi-tasking generation to-date, and they work best when collaborating. They’re a work-hard and play-hard generation looking for “cool” employers and organizations that provide them with:

  • career laddering,
  • socialization,
  • mentoring, and
  • positive reinforcement.

Preventing Data Loss

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With the recent introduction of the new Massachusetts Data Privacy Law, known to lawyers as 201 CMR 17.00, which is the most far-reaching state-mandated privacy law to be enacted to date, you can expect a slew of states to follow suit. That means that, shortly after Jan 1, 2010 when the Massachusetts law comes into effect, you can expect that no matter where you operate in the US, you can expect to be subject to strict information security and privacy laws as you transfer data back and forth across your supply chain channels. But are you ready?

According to RSA, the Security Provision of EMC, you need to:

  • understand what data is sensitive,
  • know where the data resides,
  • understand your risk,
  • select the appropriate controls,
  • manage security centrally, and
  • audit security to constantly improve.

But will this be enough? According to the Aberdeen Group, who recently released a white paper on “6 Best Practices to Prevent Enterprise Data Loss”, more than 262 million records have been breached since January 2005. Considering that an average data loss will cost an average company $6.6 Million per breach, this, combined with upcoming laws that will let lawyers go to town, makes this a Billion dollar problem in your supply chain.

So next time you upgrade your supply chain technology, you might want to spend extra time examining the software security controls, whether or not it can implement your policies, and whether or not it has an API that will allow you to integrate security and policy management into your data loss prevention (DLP) software platform. Just like LDAP and single-sign on was important at the beginning of this decade, DLP is going to be key as we enter the next one.

Getting Ready for the Recovery … Whenever It May Be

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Industry Week recently ran an article on “repositioning your business for the recovery phase” that noted that it could be years before volumes return to the near record highs of 2007 and that many companies will need to restructure their operations if they wish to return to profitability. Specifically, companies need to focus on activities that are not dependent on volume to be profitable. The article recommends the following:

  • Design Cost Optimization
    Focus not on the design process but on design changes that can reduce production costs. This will reduce costs across the board.
  • Make vs. Buy Decisions
    Rethink what you make vs. what you buy. Now might be a good opportunity to offload non-core product design, process engineering, and quality control activities that are inefficient and costly for you but more efficient and affordable for a (new) strategic supplier.
  • Fixed Asset Productivity
    Optimize the effectiveness of your fixed asset portfolio. Increase equipment utilization and effectiveness, decrease required warehouse space, and get rid of, or lease out, unused or unprofitable assets.
  • Reduce Working Capital
    Up to 83% of working capital in your supply chain is needlessly tied up longer than it needs to be. It will take you a while to identify and make the necessary improvements to make your efficiency, so start by making sure you’re not paying more interest and fees and working capital loans than you need to. If you’re not sure how good your bank’s offer is, try The Receivables Exchange and see if you can get a (much) better offer.
  • Re-Analyze Your Business Model
    What was your optimal business model last year might not be your optimal business model this year. Re-analyze your products, markets, and regions and change your strategy accordingly.

Which is a great start, but don’t forget the basics:

  • Analyze Your Spend
    Do a real spend analysis, possibly with the help of a leading spend analysis consultancy, to find out not just where you’re spending money (direct, indirect, operations, etc.) but where you have the biggest cost savings opportunities.
  • e-Source
    e-Source those direct and indirect categories with the biggest cost savings potential.
  • e-Procure
    implement e-Procurement to save time and money … a good solution can automatically insure that you don’t pay more than the contracted price or miss an early payment discount you intended to take advantage of

Agile Goes Global (in Your Supply Chain)

As noted in a recent Baseline Magazine article on “Building an Agile Organization”, agile organizations have processes and structures that enable them to know what is going on both internally and externally, as well as to provide the mechanisms needed to act quickly on that knowledge. This agility not only helps them to respond to changing market conditions, and survive tough times, but also helps them in their global expansion and global sourcing efforts.

As per a recent article in Global Services on globalization & agile, the key principles of agile, which is not just for software development anymore, provide us with the cornerstones of global sourcing. Specifically:

  • Collaboration and CooperationAgile requires a higher level of collaboration and communication across cross-functional teams than exists in an average organization. Done right, agile drives the formation of relationships, problem resolution, decision making, consistent delivery on (global sourcing) projects, and faster time-to-market than other approaches.
  • IT & Business AlignmentIterative refinement of requirements and project plans allows the stakeholders to buy into a new system or software acquisition sooner and to adapt to changes that support market conditions and trends quicker.
  • Risk MitigationWith an agile mindset, plans and proposals are analyzed for potential problems and risks sooner, allowing them to be addressed, and mitigations to be devised (and, if necessary, incorporated into a contract) before a project is completed or a contract is signed. Risk is controlled, managed, and communicated continuously.
  • Financial ManagementAgile focusses on managing project value, continuously monitoring estimated costs and expected returns, and insuring the ratio is sensible and profitable to the business.

In other words, an agile mindset goes beyond simple software selection, development, and implementation to the core of a new global sourcing strategy that allows you to be more productive and more effective in your global sourcing efforts.