Services
Supply Chain Doctors bring more than 35 years of supply chain leadership in the food and beverage industry, proudly delivering in the most comprehensive, resilient supply chain innovation to the world's leading brands.
Supply Chain Doctors bring more than 35 years of supply chain leadership in the food and beverage industry, proudly delivering in the most comprehensive, resilient supply chain innovation to the world's leading brands.
Global Sourcing of organic and conventional food and beverages aiming to optimize product profile, process efficiencies, improve margin and supply gap mitigation. Strategic sourcing is an approach to supply chain management that formalizes the way information is gathered and used so an organization can use its consolidated purchasing power to find the best possible values in the marketplace and align its purchasing strategy to business goals.
According to Gartner's Magic Quadrant for Strategic Sourcing, the top reason for investing in a strategic sourcing is to transform sourcing within the organization. Businesses also reported increased productivity through automation (65%) and increased savings (61%) as top drivers for pursuing strategic sourcing. Other benefits include:
A successful Global Supply Chain requires visibility into supply chain operations, more specifically a robust compliance program. Companies need the ability to efficiently communicate, manage, and track all business partners within the global supply chain to identify and mitigate risks while meeting increasing and ever-evolving operational compliance. Benefits include:
Continuous improvement drives both the improvement of processes and products. Companies that actively look for ways to enhance their business will invariably increase the value of their products. Companies that actively look for ways to enhance their business will invariably increase the value of their products and services.
A Gallup poll of US workers in 2015 showed that 32% of employees we engaged in their job. The poll also showed that the majority (50.8%) of employees were "not engaged" and 17% of employees were "actively disengaged". The numbers show a vast opportunity for improvement as there are many financial as well as social benefits to having employees care about their work. A study by Towers Perrin in 2009 showed that companies with highly engaged employees earned 19.2% more operating income than their baseline peers.
A lean and continuous improvement program hits directly at this problem. At its core. continuous improvement is designed to empower employees to solve problems that bugs them and gradually improve the efficiency of their work processes. Lean lets employees know that their ideas are important. When an employee suggests for improvement, the idea can be carefully tested, and if successful, implemented company wide. This changes the employee's role and responsibilitiesfrom being a passive actor to being an active participant of the business processes. Other benefits include:
.jpg)
.svg)
