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ERP systems taking over, or not?

When sitting in the control tower we need to make the right decisions and then we need to have the right information. Technology is then the right tool, however, is the gap between technology people and the business people to large?

About Gattorna Talks

Welcome to Gattorna Talks! This site offers you all the latest news and research on Supply and Demand Chain Process Management as well as Transport Management. Meet Dr. John Gattorna (Aus) author to the book, Dynamic Supply Chain. Delivering Value Through People, and Dr. Dag Ericsson (Swe) in a discussion together with Niklas Hedin (Swe), CEO of Centiro Solutions. The movies were recorded at the PLAN conference in Stockholm, Sweden, spring 2011.

People vs. Technology

Creating the ultimate value chain

You cannot run a supply chain without people. Technology is important but people are necessary. Most logistics people traditionally comes from a civil engineer background. However, in order to create a flexible supply chain, handling the volatility of today you need to incorporate people from different departments within the company.

One size doesn't fit all

Searching alignments in the value chain

How can you pick the right partners and players for your value chain? There are no one size fits all, you need to look for patterns and create several supply chains depending on your different types of customers.

Coupling points and decoupling points

Mixing standards with customized

There are some parts within your company that should be fixed but other parts needs to be more flexible. Depending on how predictable your market is your coupling and decoupling points could be closer or further away from your market.

Combining your strengths with your partners

How to create a competitive value chain

In order to fulfill customer needs we need to evaluate what processes we need, how to connect from an information technology point and how to relate in relationship. Shall the relationship consist of loose connections or shall the relationship move up in hierarchy an put more competences in collaboration?

60-70 % of your investments are in supply chain activities

How to compare different value chains

Research has shown that the more cash a company reinvests in competitive building and puts more effort into strengthen processes in line with supply and demand chain, the stronger finances the company gets.

Paranoid about your competitors?

Understand your market and develop corresponding activities

Is management training not up to date when we focus on our competitors? Where should the energy and effort be put in order to become more aggressive and financially stronger?

The need for a soul of a fire

Management vs. leadership

Management and leadership is an important part of your supply chain. How can you create a good team with employees that are bold enough to make changes?

Behavioral segmentation creating customer teams

How to get the attention of the executive

How shall the tactical level people manage to address this topic into the boardroom and what will happen if the structure of the company mirror the reality?

Breaking the departmental boundaries

Mixing mindsets to understand and solve multiple problems

What is the key to a successful problem solving organization? For years we have focused on process oriented organizations but is that the correct way of problem solving?

Lean or agile?

You need both for a well working supply chain

It's not just a question about finding the right people and putting them in the right places but also finding a share out between people who are more lean in their point of view as well as combining them with people who are more agile in their approach.

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