e-Commerce is not Fiction

Alright, I give: the title of this post is a little misleading. e-Commerce is everywhere and unless there is a complete meltdown in the markets and economy we won’t be returning to paper or metal currency for a long time, if ever. But what are businesses — corporations — really doing to leverage e-Commerce?

In short, something. Not everything, though. There are many areas of automation to take advantage of that aren’t being used. Some complain the systems don’t talk, are too complicated or just take too darn long to implement. Bah.

Security is another issue. Well, by choosing the right partner and analyzing risk you can put your firm in a good position. Assume the worst will happen and adjust your thinking, and horizon, accordingly. Play within the system but don’t plan for the system as it is going to be far too complicated and unpredictable.

Dive in, have fun.

3e Product Supply

World Supply Chain Management Landscape Taking Shape - But What Shape?

The world landscape, from a business and supply chain management standpoint, is always changing. However, the change is progressive (for the most part) and towards and unknown final condition. One expert, Dr. Mahender Singh, feels that three potential shapes exist: flat, rocky and somewhere in between.

Flat, or something close to flat.

Dr. Singh refers to this as synchronicity. Globalization will have settled in and all countries are participating. Trust exists and protectionism is dropped in favour of the highest value solution always winning out - whether it be domestic, near-shored or off-shored.

Rocky, and ugly.

In fact, this isn’t too far off from what we have today. Globalization and off-shoring has largely focused on cost reductions when assessing value in procurement. The green shift is starting to change this calculation of value (for the better), and possibly social costs will gain strength in the coming years. People, corporations and governments will be acting locally and for their own best interests - not that of the greater cause. This is similar to some multi-national arrangements in corporations, and is a real shame. The net present value of an opportunity diminishes over time.

The in-between.

Here globalization is much more regulated. Governments selectively pick battles regarding protectionistic opportunities, in an effort to maximize non-domestic contracts. Some industries receive preferential treatment (such as aerospace in Canada, can you say Bombardier?) while others are much more open to tenders from international firms. Government spend and procurement is not “locked down” but strategic for the given time and national outlook.

What about Supply Chain Management in North America?

Well, this is an interesting one. Innovation has largely been US based over the past many years; however, the winds of change have been blowing for a while. Europe is gaining strength, as is Asia. More than likely the end result will depend on human resources, or capital — the knowledge economy may be the bottleneck impacting the strength of a given firm within its’ industry. Globalization can help to support this, as can carefully structured immigration policies and support.

What will the effects be for North American industries? Diversity supporting cultural challenges, communication and geographic specific market research will be key.

Ideally, in a complex system or process such as this, any firm would have a path forward that addresses all variables; whether known or unknown. Since this isn’t the case (or maybe even possible) contingencies are developed with some variable conditions being completely ignored. Most firms should be focusing on diversity, strategy and strength in employee knowledge, skills and abilities. Those are in no particular order by the way… all are extremely valuable in combatting the challenges of today’s landscape. After all, today’s landscape helps shape that of tomorrow.

After thought

It is interesting when one changes her/his perspective. In the Western hemisphere we are starting with the cart and moving towards the horse. Managing the supply chain and complexity, from culture to available human resources, is a bigger challenge whereas other geopolitical locations are skilled and experienced in these areas and are simply looking for the established business and commodities.

The original article quoting Dr. Singh can be found here, and was written by Larry Lapide of Supply Chain Management Review: A Flat Future - Don’t Bet on It

How Automation and Analysis can Reduce Waste

One of the key indicators of efficiency for any business is waste, and it is something that is often overlooked or ignored from a front-line perspective. Management teams have focused on waste for years, implementing strategies of finding a ‘taker’ for it or reducing it outright, with the latter being preferred. Toyota is a great example of a company that has its eyes open to waste, and not just from production.

Waste comes in many forms outside of our tangible definition for physical material, and occurs from a supplier and producer perspective. Overproducing is a form of waste, as are delays and transportation inefficiencies. Unneeded movement is even waste - the just in time production and inventory management system employed by Toyota is a great example of a strategy to reduce waste.

Automation and Waste Reduction

Automation not only decreases direct labour requirements, it can reduce variability and allow for a logical system of control or influence over value-add production. While indirect labour is now required to maintain automation routines, programming or hardware — such as an analyzer being used for freeness control of pulp production. In most cases the product used by the analyzer or automated solution is returned back to the process, helping to maintain an efficient production system.

Production System Considerations and Supply Chain Integration

Production systems and supply chains are highly integrated. The quality of the inputs for production impact waste and efficiency as does the quality of the output from an outbound supply chain perspective. Is transportation, rail cars or transport trucks, inspected for empty space? Is unnecessary packaging being applied? Sometimes it is as simple as stepping back and acquiring a new perspective of the existing system. Too simple to do and not ask.

There is an informative article on this subject written by Sutherland and Bennett (2008). It was published here, and is a light, great read.

We at 3e Product Supply would like to take this opportunity to welcome you all to our site, and thank you for stopping by. This is the beginning of a series of blog posts that will discuss long-standing issues in the Pulp and Paper industry as well as the impact that current market conditions - regional, national and global - are having for pulp and paper producers and mills.

What about the direct and indirect support industries affected by changes within Pulp and Paper? Nothing will be lost, and we at 3eps are committed to allocating time to the generally small communities that rely on pulp and paper mills for economic activity.

We also have a series of articles that examines current trends in spend management and efficiency for Pulp and Paper mills, producers and suppliers. From business management to financial analysis to automated solutions and process analyzers no stone will remain unturned! Visit often as we will touch on all aspects of the industry.

Don’t forget to leave comments and requests for feature articles, we like to publish what you want to read.

Sincerely,

The 3e Product Supply Team