Monthly Archives: February 2011

Is The New India Greedy?

Some of the greediest business people that the doctor knows, especially in sales / marketing / business development roles, are Indian, but I’ve never looked upon India as “greedy” compared to, say, us — especially since these individuals often have a generous side where friends and family are concerned. But a recent article over on BBC News on the good, bad and ugly of Indian life seems to suggest that, in the New India, greed is good.

I know India faces greed from the west (led by the good ol’ U.S. of A.), the east (in China where greed allows you to be creative in business and put melamine in the milk, lead in the paint, and diethylene glycol [antifreeze] in the toothpaste and be seen as a successful business person who should be admired), and the north (led by the U.K. and a few of its money-grubbing European neighbours), but I had hoped it would hang on to its Gandhian heritage with dear life and balance the need for greed with the desire to make the (business) world a better place.

The article notes that when the head of the government’s main anti-fraud body, Pratyush Sinha, retired last year, he estimated that one in three Indians is corrupt. I know bribery is rampant, but that’s just the way business was done for a long time. People were underpaid, so if you wanted something, you paid a bribe. It might not be “ethical” in our world view, but at least when you paid the bribe, something got done. (And most of the time, the bribe was just to facilitate a legal service.) Here, you pay a service fee and wait to see whether or not a government worker will get around to your paperwork. He also said that “When we were growing up, if somebody was corrupt, they were generally looked down upon. There was at least some social stigma attached to it. That’s gone now. There’s greater social acceptance.”

According to the author, Pratyush was right. Recently cabinet ministers, wealthy businessmen, members of the armed forces, and politically well-connected organisers of the Commonwealth Games have come under the microscope. According to the author, one day his morning paper ran five different major corruption stories on its first eight pages. And now, even Ratan Tata, is speaking of the dangers of a “banana republic”. It doesn’t sound very positive. We certainly can’t wait for a commission of inquiry lasting 20 years. What do you think? Is it a short term blip or a long term problem? And if the latter, what is this going to do to your supply chain? India is already one of the most expensive countries in the world where logistics is concerned due to its bad roads and lack of airports. The last thing you want is greed in this industry.

Dell’s Guide to Growing in India

In four short years, Dell has risen to become the number one supplier of desktops, laptops, and notebook computers in India, going from sales of only 79,244 in 2007 to over 1.1 Million in 2010. This is more than HPs market share of 1 Million and Lenovo’s market share of about 600,000. So what did Dell do to rise to the top, acquiring year-over-year growth of 55% along the way? This recent article in Fortune on “how Dell conquered India” provides some interesting insights.

So how did Dell do this?

  1. They set up a factory in India.
    This cut local delivery time by 50% while improving profitability.
  2. They changed the model.
    While online worked great in North America, exclusive outlets worked much better in India. Once a customer selected a product, it was then delivered to their door (which saved on warehousing costs).
  3. They borrowed from the insurance model.
    Rather than use the established national, regional, and local retail distribution model, they determined that the insurance model fit best with their exclusive outlet / build-to-order strategy and used it instead.
  4. They extended the on-site service model to small businesses and retail customers.
    This gave them an edge over the competition.
  5. They built a core team in India focussed on growth.
    They were sure to recruit the best not only from other Dell international divisions, but from rivals (like HP and IBM) and retailers (Unilever, Whirlpool, and Airtel) who had experience in the India retail market.

In otherwords they:

  1. Established a local presence,
  2. Adapted to the local retail market, and
  3. Handed the reigns over to a team that understands the Indian marketplace.

While it will take a lot of work to brew up this recipe for success, it’s not a hard one to understand. To do well in a region, whether you are buying or selling, you need to go local, adapt, and work with the right partners who understand the region.

Oh No! App Mania Has Hit The Supply Chain!

Prepare to be nickel-and-dimed one feature at a time. It’s coming.

Unlike the author of a recent post in the SCMR blogs, I am not pleasantly surprised by the amount of effort being put into smartphone app development right now. First of all, there’s only so much you can do on a smartphone screen. For the vast majority of analytical supply management applications, smartphones just don’t make sense. Secondly, unless you have constant access to free wifi, you’re not going to want to download megabytes of data and push your mobility bill through the roof. Thirdly, the real value in supply management systems materializes when data flows from one to the next — and all of the relevant data is available. Data stuck in a standalone app that doesn’t do much more than display that data isn’t very useful.

Plus, do you really need 100+ WMS apps? Really? No! There aren’t 100 WMS applications, and if you think there are, then what you are really buying is 100 different instances of a WMS workflow engine custom tailored to a specific situation. You’re paying for 90% of the same functionality 100 times over. I guess it’s good for the vendor if they can create 100 apps by only doing the work required to create 11 and charging you for each and every app, but it’s not good for you.

HighJump, one company that plans to release up to 100 apps a year, may try to tell you that it’s a great idea because it is a way to get new functionality in your system without waiting for a new release, but you don’t need apps for that. If you’re using a true multi-tenant SaaS application, then you get every update the vendor makes as soon as its available, and you get it all for one maintenance fee.

In other words, if you want to needlessly empty the corporate bank account, there’s an app for that.

High-Definition Sourcing: Category Excellence Moves to the Next Level


Today’s guest post is from Paul Martyn, Vice President of Marketing for Bravo Solution.
Paul can be reached at p <dot> martyn <at> bravosolution <dot> com.

the doctor — along with many others — has been advocating for “next-generation sourcing” for some time. I couldn’t agree more that modern supply management organizations must take sourcing practices to the next level if they are going to continue to distill value from the discipline and practice.

But like most New Year’s Resolutions, while the aspiration to improve may be great, the effort may be too much for even the most committed. I see this a lot, especially when it comes the challenges of sourcing strategic, complex categories. Not without reason of course, but more and more I also see that the benefits of mastering the art of sourcing these challenging categories far outweigh the difficulties of the actual process.

Strategic categories mean different things to different businesses. For one company, the category may be transportation; for another, packaging material. The common denominator: the business can’t succeed without it, and can’t afford to over-pay for it.

To make decisions based on the most strategic objectives of the business, sourcing teams need to integrate many dimensions of information from areas well outside their domains. For example, if non-price factors like diversity or sustainability are part of the company’s corporate social responsibility initiative, those factors can — and should — be part of sourcing strategies.

As a result, the volume and the sheer variability of the information render common e-sourcing tools or Excel spreadsheets useless for collecting and evaluating proposals. That’s where high-definition sourcing — which combines technology, expertise and process — delivers the goods at the lowest total landed cost, and aligned with the greater organizational strategy.

So how do you know if high-definition sourcing can turn even the most complex categories into real value for your organization? There are generally three scenarios where the opportunity to apply this discipline will help you capture meaningful and sustainable savings

  1. The category leader is frustrated with traditional sourcing techniques
  2. The category is avoided by the faint of heart
  3. Sourcing alone will not deliver the value

Sound familiar? Odds are good that at least one of these reflects what’s happening in your organization. Regardless of which situation you face, there are immediate opportunities to be gained with high-definition sourcing

  • Use technology to design and execute more sophisticated proposal collection and analysis, including the ability to use “what-if” scenarios.
  • Build supplier performance monitoring and triggers for re-evaluating supplier selection into your category management solution
  • Partner with suppliers to drive costs out of the system and strike the perfect balance between suppliers’ pricing and capabilities with buyer business constraints and preferences
  • Tap domain and process experts to bring market and industry best practices to bear on your own sourcing process

The results will be well worth it. Best-in-class companies make the connection between complex categories and the business’ charter. Lowering initial costs is a given. More importantly, these leaders make better decisions based on capabilities and price and secure meaningful — and sustainable — savings.

Thanks, Paul!

That Expedited Shipment Has to Be On Time. Who Do You Choose?

No matter how much effort is put into planning, at some point a shipment is going to have to be expedited. It’s going to cost extra, but there is going to be no choice in the matter. The only choice is Fedex vs. UPS. Which should you choose?

PackageFox recently put together an informative infographic that compares and contrasts the two companies, and the net result is that, from a big picture, they are surpassingly similar. But one difference stands out. With 2.4 times as many jets, Fedex rules the air while UPS, with 4.63 times as many delivery vehicles, rules the ground. While there probably won’t be much difference for in-country shipments, if it is international, and has to go air, it might have to go Fedex.