It has been widely agreed upon that a company’s Supply Chain must create value. However, to master throughly one’s Supply Chain turns out to be far more complicated than what the theory specifies.
Relying on 25 years of experience in industry practices – including 15 years within or at the head of consulting firms – Sonia Daviaud created Decision Value, a consulting firm specialized in Supply Chain Management, aiming at assisting its clients to design and implement their Supply Chain and to help solve related issues.
You are trying to implement or redefine your Supply Chain? You face difficulties to reach your operating performance targets (under optimized demand management, excess inventory, unsatisfied customers, unused capacities…)? You are not getting the most of your customers and suppliers?
Decision Value will assist you to develop a pragmatic approach, fully integrating your operating constraints and result oriented. Operationally involved by your side, we identify together improvement priorities, before designing the processes, organization and related tools which will help you reach successfully your targets.
What if you aren’t listening to all your data has to say? Too often, sales or consumption data are not analyzed in terms of typology and yet, it could help to optimize your inventories. We thus have developed the DV Ana tool that allows us to make a first flash diagnosis. For the 10 year anniversary of our company, Decision Value, we are offering a free diagnosis (data integration according to specifications in our tool and communication of the results) to the first 3 industrial companies who sends us a request.
If you’re interested, please contact us at email@example.com.
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Point of View - October 9th 2018
How to capitalize on SCM expertise to implement CSR strategy
In the previous Point of View, we highlighted the historical key stages leading to the emergence of CSR.
In the early 1980’s, the Supply Chain Management (SCM) concept arose to allow a better transversal integration of the company and valorization of its resources to serve customer satisfaction and profitability, with fundamental principles a CSR approach can only approve.
However, one could object SCM focuses only on economics, while CSR integrates 3 axes: economy, social and the environment. Is this really the case? Although SCM seems to consider the interests of only 2 stakeholders (the shareholders for the profitability and its customers for the service), we ought not to under estimate the indirect social and environmental gains it creates. For example, the pacification of relationships within silos of the company, as well as with its suppliers and customers, or chasing down waste to limit scraps and material losses, without talking about transportation optimization decreasing greenhouse gas emissions.
Thus, Supply Chain Management, while being focused on the economic stake, directly or indirectly contributes to most of the CSR axes.
Therefore, it’s completely logical today to think about how to take advantage of SCM experience to facilitate the integration of CSR practices into the company?
To learn more about it, click here.