Trying to shoehorn the needed supply chain structure into the current fragmented system is the root cause of the existing problem, say supply chain and analytics experts Jonathan Byrnes and John Wass.
Three steps distribution managers can follow to boost the profitability of your existing book of business, from Profit Isle’s Jonathan Byrnes and John Wass.
By focusing your resources on your profit core, and emphasizing your key people and relationships, you can make sure that your initiatives and actions are both practical and timely under todays fast-changing conditions.
Managing your customers through this COVID-19 crisis to maximize their long-term loyalty and profitability includes several steps, such as incorporating your emerging channel strategies, aligning sales compensation with your priorities, developing product substitution groups and preventing over-ordering.
Much is being written about how to manage the supply chain threat of COVID-19. The problem is that virtually all of it focuses on disruption threats to inbound supply chains from suppliers. The equally important, longer-lasting challenge is managing your customers through the crisis period to maximize their long-term loyalty and profitability.
Strategic account managers have three important profit levers to pull.
Avoid the false assumption that more sales equals more profits.
Byrnes: Companies that root their strategy in profit-based segmentation will leapfrog into a leading position.
Don't fall into a 'value-destroying' price war.
Byrnes: The real win strategy is to turn the price war into a value war.
Jonathan Byrnes: Why some measures - including the payback period - are not ideal for deciding whether to move forward.
Jonathan Byrnes: Few companies use the cost of capital correctly in deciding whether to invest.
The power of clusters of supply chain-related businesses for companies, governments and regional economies.
The value you create for your customers and suppliers determines the value you can harvest.
Without effective processes, even the best profit-mapping information will not be converted to action.
Simplicity, strategy and taking a holistic view of supply chain opportunities are critical when looking at data.
Prove that change will be effective, and you'll get more buy-in from your organization.
What do you do when you have a great idea, and it hits the wall of 'silo indifference?'
Today CIOs are facing an important opportunity to develop systems that link their companies with their most important customers.
Having vast amounts of data at your fingertips has consequences.