The Covid-19 pandemic has highlighted the importance and role of men and and women in corporate resilience and risk management. Managerial innovation is becoming a major competitive challenge for companies. What impact will managerial innovation have on the performance of a supply chain? What are the current elements and those that could be envisaged for tomorrow, for the transformation of supply chain ?
Complexity and uncertainty are shaping the transformation of the Supply Chain
The business environment is constantly evolution. Customers change and theirs needs too. Consumption habitsommption patterns are multiplying. Competition is intensifying and offers increasingly sophisticated services to simplify life for scustomer and loyalty.
Against this backdrop, thea Supply Chain is increasingly to support sales. It enables efficient management of all the company's flows: information flows to capture expectations and requests, and physical flows to deliver a response of the right quality. The range of services on offer is expanding to reflect customer needs.
The Supply Chain must therefore offer innovative services that complement the product offering. Collaboration with marketing, sales and Procurement is key to meeting and even anticipating customer expectations.
Taking into account the environment into a company's strategy is indisputable. The Supply Chain size and manage its logistics on a sustainable development in order to present a positive balance sheet in termss of empreiness and respect for social commitments. The mutualisation dresources with others is one way of meeting this social and environmental commitment. and environmental.
Pooling of and transport resources with specialized service providers est to a large extent. This phenomenon is becoming more vertical, with services to manage orders, planning and forecasting. These service providers or platforms, which increasingly master this vertical skill set can extend their knowledge and vision across the entire market.
La Supply Chain navigates in an international international, complex and uncertain environment, at the crossroads of several functions : marketing, innovation, finance, sales, industrialization, production, Procurement and logistics. It must therefore lead a community of people in a multicultural environment. Faced with this complexity Supply Chain needs to develop its ability to communicate and mediate, and to foster collaboration between the company's internal and external functions in an international context.. This interdependence calls for greater openness and transparency, based on accessible, reliable and secure data.
La Supply Chain is a consumer of technological innovation. Ses employees becomenenarchitects and maintainers of an increasingly automated system. The deployment of technologies accentuates the phenomenon of hyperspecialization and refocusing companies on their core competencies. Peripheral functions are externalized to partners partnerspartners. Lhe big picture of Supply Chain is less accessible. By specializing, everyone has a fragmented vision of the Supply Chain and tends to distance itself from the field. The contribution of each individual becomes difficult to perceive. Unfortunately, we are seeing a growing phenomenon of "Bore out" in our organizations.
All these phenomena show that Supply Chain is tending to fragment into a multitude of specialist groups, which need to be federated, animated and coordinated to maintain an overall vision and respond with agility to strategic challenges.
Managerial innovation through pleasure at work
There are several fundamentals that facilitate the ability of organizations to collaborate. First and foremost, active listening active listening is a posture that everyone must maintain. The ability to let others express themselves in their own way, without judgment, to encourage others to continue the exchange... This is nothing new, but it never hurts to remind ourselves of it.
Collaboration is facilitated by establishing balance in relationships. Circular management is a way of facilitating collaboration. However, we need to find the right balance between circular management and hierarchical management. Everyone at their own level is a legalist. It's essential to establish the rules of the game before embarking on a collaboration. In this way, we allow ourselves to collaborate, to exchange information and to help the other person in his or her role. Without rules and limits, we take no risks, and the status quo settles in. Hierarchical management is essential for arbitration and decision-making.. You need to know how to balance the use of these two to facilitate collaboration on the one hand, and control risks on the other..
Collaboration is only as effective as the willingness to delegate. From the moment when specialization is an indisputable fact, we need to know how to delegate without imposing our own way of working, and to do this we need to steer with complete transparency within the defined framework of collaboration. Blockchains are good examples of how to implement these two fundamental principles of collaboration: delegation to the best specialist and transparency of information with clear control..
Supply Chain must be organized to encourage the creative and experimental process. Finding pleasure in work is essential for creativity. Introducing a do-it-yourself way of thinking and operating stimulates the proposal of innovative ideas through experimentation, minimizing risk and heavy investment. It would be good to see the growth of a childlike, do-it-yourself spirit, to accelerate watchfulness and creativity.. The industrialization phase comes later, when the proof is in the pudding.
Specialists will find pleasure in maintainingant their skills to stay at the cutting edge. Continuous training is essential, but is not enough. It enables us to maintain our "academic" knowledge, which may be enriched by the acquisition of diplomas which are rewarding. The specialist needs to belong to a community recognized through clubs, or networks, the professional associations or academic organizations din order to of development of its knowledge and reputation. This benefite to employee and consequently à company and à ecosystem.
Lhyperspecialization tends to compartmentalize each employee in his or her own area of expertise. The best way to anticipate this phenomenon and the "Bore out" that may result, is to implement a management participative management and contributory. Strangely enough and in contrast previous generations who were rather generalists, when we are specialists, we find pleasure in versatility by setting up, for example, by rotating shifts, to stimulate curiosity, enrich knowledge sharing and thus enhance the continuous improvement process.
Finally, it us seemsble capital de keep in the back of our minds that nothing is permanent except change. While the the environment, the context, the expectations ofes expectations are constantlye changingisn't contradictory that companies freeze their organizations in much longer cycles?s ? Shouldn't we be encouraging project management or even agility? agility in in which open cross-team open cross-teams are formedto cope with this permanent change?
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