During our largely attended #bluecruxtalk ‘From Headset to Mindset’ on Wednesday 20 September, Christophe de Valroger from Bridgestone and Peter Tillon from Miele shared their experience from recent customer service transformations. We relay their messages in 3 take-aways.
Your products move through a vast network of manufacturers, distributors and wholesalers before they reach the customer. You’re well aware that an issue at one of the nodes in your supply chain might disrupt the entire chain. Could blockchain – THE buzzword in recent months – be your solution?
Whereas a few years ago product quality or differentiation allowed supply chain managers to concentrate on cost reduction and increased efficiency within supply chain operations, that just doesn’t cut it anymore. Customers no longer expect a product, but a solution embedded in an experience. Or – to put it bluntly – they don’t want a dish, they want a delightful dinner experience that makes them want to come back. Read on to find out about the two key ingredients you mustn’t forget.
Nowadays, workforce efficiency is centered on improving the productivity of the workforce – a focus in which Overall Labor Effectiveness (OLE) is key. Many workforce initiatives and innovation tracks focus on the worker’s output per hour. Although this is a very valuable facet of total workforce efficiency, it is not the full picture. Especially in environments with shift workers, the human factor comes into play. If you want your initiatives to be a success, take these 5 steps.
Supply chains have become far more fragmented and globally dispersed. As a supply chain manager, you’re being challenged by more impatient customers, shorter product lifecycles, and more products with greater variety and customization. This “New Normal” requires a new approach to supply chain planning and execution based on visibility, collaboration and real-time execution. The customer-centric pull-based Demand-Driven Material Requirements Planning methodology fits in very well as part of this solution.
The 2016 winner of the Nobel Prize in Literature may have written this epic song some 50 years ago, but today it most certainly applies to the chemical industry. This industry has outperformed almost every other sector in terms of growth, profitability and overall financial performance over the last decade. Oh yes, it’s been a great industry to be in. But the tide is turning…
The core team of the Visibility project. From left to right: Jon San Andres, Paula Moral Santiago, Niamh O’Mahoney, Mikael Pensaert, Henri-Xavier Benoist, Anneleen Tronquo, Geert Vanhove, Tineke Van Vlaenderen, Ralf Verheyen and Hanne Depuydt.
Last April, bluecrux attented LogiPharma, the largest global event bringing together supply chain professionals from top pharma companies. To be honest, we were amazed by the open, honest and constructive atmosphere that ran through all the sessions. In the light of that openness, we, on our turn, gladly share the 2 takeaways that resonated most with our interlocutors.
Admit it. Trying to bring about change over several departments within a company is… well, erm, hard work. Because in many companies they suddenly appear: those “silos” or invisible boundaries in between departments. If you want to take them down, these 3 tips will take you further than any helmet or sledgehammer.
2016 saw a massive number of layoffs by Belgian companies in various sectors. Whatever the organization, layoffs shake the foundations and take everyone out of their comfort zone. If you lead a team, it’s your job not only to manage the people who are made redundant, but also to keep your team of “survivors” productive and morale high. And that’s not an easy task, as there are many pitfalls along the way.