Joe Vidricksen

I had a great conversation with John Pavia on the Smarter Sourcing Podcast. We discussed: The transformation of team dynamics and communication strategies due to the shift to remote and hybrid work environments in supply chain management. The importance of contingency planning in navigating supply chain disruptions, particularly in the context of recent global challenges and the pandemic. How technology is reshaping procurement roles, streamlining processes, and enabling teams to focus on strategic decision-making and supplier relationships. Check out the full episode here: https://lnkd.in/gRxAmYZj 

96

3 Comments

There is a key differentiator of how organizations think about lean. If leaders view lean as a weapon within their #SupplyChain and operations, they will always come out on top. If lean is thought of only as an add-on, it’s less effective. Make lean a strategic advantage to boost your organization’s performance. I sat down with Mark Graban to discuss how #manufacturing plants can implement #lean with TBM’s four-step method. Listen to the podcast episode here: https://bit.ly/3V4WWVF

13

2 Comments

Today, let's discuss the importance of supplier partnership in a lean market. It raises a crucial question: Should suppliers collaborate to ensure their survival? Are we too focused on immediate gains, risking cutting corners, stepping on toes, or passing compliance burdens to customers? While profitability is key, are we prioritizing short-term gains over sustainable long-term growth? Let's reflect on whether we are aiming for the low-hanging fruit or nurturing the tree that yields year over year. #SupplierPartnership #BusinessGrowth #Sustainability

57

9 Comments

𝗟𝗲𝗮𝗻 𝗮𝗻𝗱 𝗚𝗿𝗲𝗲𝗻: 𝗔𝗰𝗵𝗶𝗲𝘃𝗶𝗻𝗴 𝗦𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗹𝗲 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝘀 𝗪𝗶𝘁𝗵𝗼𝘂𝘁 𝗚𝗿𝗲𝗲𝗻𝘄𝗮𝘀𝗵𝗶𝗻𝗴   In today’s business landscape, it's crucial for companies to focus beyond short-term metrics and integrate long-term sustainability goals. I'm curious if an issue is that many organizations prioritize immediate financial outcomes, often neglecting green initiatives. While many large companies commit to carbon net zero by a specific year, I don't see progress updates where there's a lack of transparency on these commitments.   𝗧𝗵𝗲 𝗦𝘆𝗻𝗲𝗿𝗴𝘆 𝗼𝗳 𝗟𝗲𝗮𝗻 𝗮𝗻𝗱 𝗚𝗿𝗲𝗲𝗻 Combining sustainability with lean principles is a powerful strategy for enhancing efficiency and minimizing environmental impact. Lean methodologies, which focus on eliminating waste and optimizing processes, naturally align with sustainability goals. Yet, it is likely many companies still prioritize short-term goals over integrating comprehensive "lean and green" initiatives.   𝗔𝘃𝗼𝗶𝗱𝗶𝗻𝗴 𝗚𝗿𝗲𝗲𝗻𝘄𝗮𝘀𝗵𝗶𝗻𝗴 To ensure genuine progress and avoid greenwashing, companies must embrace transparency in their lean initiatives’ impact on carbon emissions. This involves: 𝗦𝗲𝘁𝘁𝗶𝗻𝗴 𝗖𝗹𝗲𝗮𝗿, 𝗠𝗲𝗮𝘀𝘂𝗿𝗮𝗯𝗹𝗲 𝗧𝗮𝗿𝗴𝗲𝘁𝘀:    • Regularly report progress towards these goals. 𝗨𝘁𝗶𝗹𝗶𝘇𝗶𝗻𝗴 𝗧𝗵𝗶𝗿𝗱-𝗣𝗮𝗿𝘁𝘆 𝗔𝘂𝗱𝗶𝘁𝘀 𝗮𝗻𝗱 𝗖𝗲𝗿𝘁𝗶𝗳𝗶𝗰𝗮𝘁𝗶𝗼𝗻𝘀:    • Engage independent auditors to validate sustainability efforts. 𝗔𝗹𝗶𝗴𝗻𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝗖𝗼𝗿𝗲 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝘀:    • Integrate sustainability seamlessly into core operations.   𝗧𝗵𝗲 𝗝𝗼𝘂𝗿𝗻𝗲𝘆 𝗧𝗼𝘄𝗮𝗿𝗱𝘀 𝗦𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗹𝗲 𝗘𝘅𝗰𝗲𝗹𝗹𝗲𝗻𝗰𝗲 This journey requires a vision backed by decisive action. I have always liked the quote: "𝘝𝘪𝘴𝘪𝘰𝘯 𝘸𝘪𝘵𝘩𝘰𝘶𝘵 𝘢𝘤𝘵𝘪𝘰𝘯 𝘪𝘴 𝘮𝘦𝘳𝘦𝘭𝘺 𝘢 𝘥𝘳𝘦𝘢𝘮. 𝘈𝘤𝘵𝘪𝘰𝘯 𝘸𝘪𝘵𝘩𝘰𝘶𝘵 𝘷𝘪𝘴𝘪𝘰𝘯 𝘫𝘶𝘴𝘵 𝘱𝘢𝘴𝘴𝘦𝘴 𝘵𝘩𝘦 𝘵𝘪𝘮𝘦. 𝘝𝘪𝘴𝘪𝘰𝘯 𝘸𝘪𝘵𝘩 𝘢𝘤𝘵𝘪𝘰𝘯 𝘤𝘢𝘯 𝘤𝘩𝘢𝘯𝘨𝘦 𝘵𝘩𝘦 𝘸𝘰𝘳𝘭𝘥."  By incorporating sustainability into vision and supporting it with lean strategies, businesses can achieve operational resilience, meet regulatory requirements, and enhance their reputation.   𝗣𝗿𝗼𝗮𝗰𝘁𝗶𝘃𝗲 𝗦𝘁𝗲𝗽𝘀 𝗳𝗼𝗿 𝗙𝘂𝘁𝘂𝗿𝗲 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 Taking proactive steps now ensures companies meet Environmental, Social, and Governance (ESG) sustainability commitments, preparing them for future regulations and positioning them as leaders in sustainable practices. By integrating sustainability into core strategy, businesses can secure a competitive advantage in an increasingly eco-conscious market.   In conclusion, I believe integrating lean principles with sustainability is a strategic imperative. By committing to transparent and genuine sustainability efforts, companies can pave the way for a more resilient and responsible future.

6

1 Comment

I am thrilled to announce the publication of my latest article "Supply Chain Renaissance: Enabling Growth and Innovation in Modern Business"! In this piece, I delve into key strategies and emerging trends reshaping supply chain dynamics, paving the way for growth and innovation in modern businesses. You can read the full article here : https://lnkd.in/ghMamGMu This article sets the stage for my upcoming participation in the ET Now Supply Chain Management and Logistics Summit 2024, where I look forward to discussing these transformative ideas in greater detail. Stay tuned for more updates as we prepare to explore the future of supply chain management and logistics together! #SupplyChainManagement #Logistics #Innovation #BusinessGrowth #ETEdge #ETNow #SupplyChainRenaissance  ET Edge ET NOW Dimpal Bajwa Dr. Reddy's Laboratories #Goodhealthcantwait #Wearedrreddys

195

18 Comments

With more pressure on supply chains than ever, it's up to leadership to motivate and lead their teams through this time. This answer? I believe this Forbes article has a big part of it. Having a diverse set of minds on any team is crucial for problem-solving, adapting to the needs of internal and external stakeholders, and stronger collaboration. Lucky for us, this is EXACTLY what we need as we head into the new year!

2

A few days ago, I was chatting with a friend about how exciting it is to dive into new topics with the help of AI. It got me reminiscing about an old Acronym bot from the early days of internet messengers. Imagine if we could go beyond just acronyms and ask about inventory levels, product quality best practices, and more. Then, as I was about to mow the lawn, I stumbled upon a fascinating Gartner podcast. Around the 8-minute mark, they delve into exactly this topic. We’re living in an exciting era where our methods of learning and work efficiency are being transformed. While AI might not completely revolutionize our work culture just yet, it’s becoming a critical guide. We hold the steering wheel, but AI helps us navigate the best routes to achieve our goals. Now, back to that lawnmower. 🤷🏻‍♂️ #AI #Learning #WorkCulture #Innovation #Efficiency https://lnkd.in/drGawgBr

28

4 Comments

Lots of insights from a recent Gartner podcast highlighting the pivotal role of product design in fortifying supply chain resilience. While the quest for resilient raw material sourcing typically leads to strategies like dual-sourcing, in-sourcing, and near-shoring, it's increasingly evident that the solution lies not solely in sourcing adjustments, but also in strategic design considerations. Embracing a holistic approach, integrating lean, simple, modular, and platform-oriented designs, while cognizant of global dynamics, is paramount for enhancing supply chain resilience. By proactively identifying sourcing alternatives less susceptible to disruptions, supply chains can effectively bolster operational stability and mitigate risks. Definitely worth the time listening to this episode! #SupplyChainResilience #ProductDesign #GlobalSourcing #StrategicPlanning #GartnerInsights #SupplyChainManagement https://lnkd.in/dZpmahAr

11

By tying kaizen events to operating margin expansion goals (OMX), you show associates tangible results of kaizen. Kaizen fosters a culture of incremental improvement that empowers associates to identify and eliminate waste, improve processes, drive efficiency, and drive cost savings across all levels of the organization. When Kaizen events are tied directly to cost initiatives, they do more than just enhance process efficiency—they actively contribute to a strong culture and healthier margins. Whether it’s through reducing cycle times or change over, improving resource utilization, or minimizing defects, Kaizen helps eliminate inefficiencies that directly affect the bottom line. These small, continuous improvements can have a large-scale impact on profitability. By connecting Kaizen events with clear, measurable OMX targets, organizations can ensure that their improvement efforts are aligned with broader financial goals. The result? A more agile, cost-effective operation that drives sustained growth and competitive advantage as part of its culture.

47

21 Comments

St. Onge leverages our data and analytical approach to assist in navigating difficult decisions amidst a limited labor force and the changing distribution and supply chain landscape. Check out this insightful podcast delving into the transition from manual labor to technology-driven roles within warehouse and supply chain operations. #distributioncenter #supplychain #technology

26

2 Comments

Here's a great read from two of our world-class ERA manufacturing specialists, where they provide insights regarding market conditions, potential impacts on procurement, and supply chain planning. Wondering if there's additional cash flow available in your supply base? Let ERA show you how our proprietary analytics can help predict the savings we can generate for your organization. It starts with a simple 30-minute conversation. Reach out to me at [email protected] #manufacturing #supplychain #finance #cfo #management #eragroup

6

1 Comment

Advanced technologies are transforming supply chains, but tech alone won’t drive success if your teams don’t know how to use it effectively. To optimize your supply chain, you need both Designers—those who understand the basics, identify issues and ensure results—and Doers—those who implement plans with precision. Retaining this talent is crucial for avoiding issues like poor service, rising inventory and longer lead times. Learn more about how to leverage your talent and optimize your supply chain in the FutureScape special report, featuring insights from experts like Diane Garcia. https://lnkd.in/dhEH5xFr #AdvancedTechnologies #SupplyChain #TalentRetention

https://lnkd.in/ehKWeUSH As we move into the new year, some of healthcare supply chain problems still persist in many instances to myopic thinking and a failure to realize the need to change paradigms. The healthcare supply chain world is changing at light speed and in most instances upstream visibility and transparency isn't keeping pace with the advancements in the downstream. Visibility is an issue especially when your supply chain starts 6500 nautical miles from our west coast, but so is transparency. It's time for our healthcare supply chain leaders to have a moment of clarity as well as honesty about where the vast majority of Class I, Class II and Class III products derive. Our mainline distributors/suppliers don't manufacture these products most of the time. They use FDA contract manufactures all over the globe but primarily in Southeast Asia. Healthcare system leaders must start asking questions like Tom Harvieux asked. Who controls the raw material? We also need to be tracking on the Chinese New Year, container rates, bunker fuel rates and contract shipping rates, logistic costs from port to the DC and with these we get a better picture of imbedded costs and risks. There are also a whole host of geopolitical issues.Secondly, there aren't limited manufacturers of most products. Take a look through the FDA website. Fluids are a little different however we need to change the way we think about how we source, procure and own Class I, Class II and Class III products. What's the definition of insanity?? Visibility and transparency work hand in hand and we must start functioning in some regard like other supply chains. Sure, health systems have a multitude of SKU's but so does a 787 Dreamliner....2.3 million. Look through the 10Q or 10K of a few on your publicly traded suppliers and find out how much manufacturing capacity they actually own. It may surprise you how little. Modern end to end supply chain theory demands that we have visibility from raw material to the final end user but we have to know every entity along every step. Take pharmaceuticals for instance. China and India produce about 60% of all API's imported to the United States. Scarier yet, 90% of all generics rely on API's produced outside the United States. Take their lead and know where your inputs are derived. We in the healthcare system setting especially those with scale need to build direct relationships with these global manufacturers. It will reduce supply chain risk, disruption, lower costs, provide for greater transparency and create greater business continuity by reducing shortages. Reach out and let's talk supply chain!! Happy New Year!! Duncan Dashiff Gene Schneller Warren Sukernek

14

1 Comment

Derek Knueve and I recently appeared on the Talking Supply Chain podcast to discuss key considerations we're helping clients think through as they evaluate their supply chain design. Great time! #e2esupplychain #strategicsupplychain #supplychainoptimization #whenitreallymatters Brian Straight thanks for having us on! Clink the link below to listen: Talking Supply Chain: Think structurally for margin enhancements - Supply Chain Management Review (scmr.com)

13

2 Comments

The US manufacturing sector is facing a significant challenge. Recent reports reveal that manufacturers are struggling to recruit skilled workers, impacting productivity and growth. This is a critical issue as the industry contributes immensely to the economy, but without a capable workforce, progress stalls. In 2024, nearly two-thirds of US manufacturers report difficulties in filling open positions. This talent gap isn't new, but it's becoming more acute. The shortage is particularly severe in roles requiring advanced technical skills and experience. Companies are investing in training programs and partnerships with educational institutions, but progress is slow. It's crucial for businesses to adapt and innovate their recruitment strategies. What steps do you think manufacturers should take to address this issue? #manufacturing #workforce #USjobs

8

1 Comment