𝗥𝗲𝘃𝗶𝗲𝘄 𝗼𝗳 𝗼𝘂𝗿 𝗡𝗼𝘃𝗲𝗺𝗯𝗲𝗿 𝗜𝗕𝗣 / 𝗜𝗕𝗦𝗶𝗻𝗴 𝗣𝗿𝗮𝗰𝘁𝗶𝘁𝗶𝗼𝗻𝗲𝗿𝘀’ 𝗖𝗮𝗹𝗹 👇
𝗧𝗵𝗮𝗻𝗸 𝘆𝗼𝘂 to Thomas Fuhrken and all participants for an excellent discussion exploring the question:
𝘋𝘰𝘦𝘴 𝘓𝘰𝘨𝘪𝘴𝘵𝘪𝘤𝘴 𝘮𝘢𝘵𝘵𝘦𝘳 𝘪𝘯 𝘐𝘉𝘗?
As expected, the answer was shared by everyone in the room:
𝗬𝗲𝘀 – 𝗮𝗯𝘀𝗼𝗹𝘂𝘁𝗲𝗹𝘆.
But the conversation revealed several important insights worth highlighting.
𝗞𝗲𝘆 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗳𝗿𝗼𝗺 𝗧𝗵𝗼𝗺𝗮𝘀’ 𝗶𝗻𝗽𝘂𝘁
Thomas clearly showed that 𝗹𝗼𝗴𝗶𝘀𝘁𝗶𝗰𝘀 𝗵𝗮𝘀 𝗺𝗼𝘃𝗲𝗱 𝗳𝗿𝗼𝗺 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 𝘁𝗼 𝗳𝗲𝗮𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆.
In an increasingly 𝘷𝘰𝘭𝘢𝘵𝘪𝘭𝘦, 𝘶𝘯𝘤𝘦𝘳𝘵𝘢𝘪𝘯 𝘢𝘯𝘥 𝘥𝘪𝘴𝘳𝘶𝘱𝘵𝘦𝘥 environment, logistics is no longer about shipping cheaply, but about:
• 𝗖𝗮𝗻 𝘄𝗲 𝗱𝗲𝗹𝗶𝘃𝗲𝗿?
• 𝗔𝘁 𝘄𝗵𝗮𝘁 𝗿𝗲𝗮𝗹 𝗰𝗼𝘀𝘁-𝘁𝗼-𝘀𝗲𝗿𝘃𝗲?
• 𝗜𝘀 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘀𝘁𝗶𝗹𝗹 𝗽𝗿𝗼𝗳𝗶𝘁𝗮𝗯𝗹𝗲?
Key takeaways:
𝗟𝗼𝗴𝗶𝘀𝘁𝗶𝗰𝘀 𝗱𝗶𝗿𝗲𝗰𝘁𝗹𝘆 𝘀𝗵𝗮𝗽𝗲𝘀 𝗺𝗮𝗿𝗴𝗶𝗻, 𝘀𝗲𝗿𝘃𝗶𝗰𝗲 𝗮𝗻𝗱 𝘀𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗶𝗹𝗶𝘁𝘆
𝗜𝗕𝗣 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 𝗮𝗿𝗲 𝗶𝗻𝗰𝗼𝗺𝗽𝗹𝗲𝘁𝗲 without logistics constraints and scenarios
Organisations integrating logistics into IBP 𝗿𝗲𝘀𝗽𝗼𝗻𝗱 𝗳𝗮𝘀𝘁𝗲𝗿 𝘁𝗼 𝗱𝗶𝘀𝗿𝘂𝗽𝘁𝗶𝗼𝗻𝘀 and improve 𝗘𝗕𝗜𝗧 𝗮𝗻𝗱 𝗰𝗼𝘀𝘁-𝘁𝗼-𝘀𝗲𝗿𝘃𝗲
𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗴𝗿𝗼𝘂𝗽 𝗲𝘅𝗲𝗿𝗰𝗶𝘀𝗲
Two strong patterns emerged from participant discussions:
1️⃣ 𝗟𝗼𝗴𝗶𝘀𝘁𝗶𝗰𝘀 𝗶𝘀 𝗼𝗳𝘁𝗲𝗻 𝘁𝗿𝗲𝗮𝘁𝗲𝗱 𝗮𝘀 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻, 𝗻𝗼𝘁 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴
Logistics is still frequently involved after decisions are made — instead of 𝗶𝗻𝗳𝗼𝗿𝗺𝗶𝗻𝗴 𝘁𝗿𝗮𝗱𝗲-𝗼𝗳𝗳𝘀 𝘂𝗽𝗳𝗿𝗼𝗻𝘁.
2️⃣ 𝗥𝗲𝗮𝗹 𝗰𝗼𝘀𝘁 𝗮𝗻𝗱 𝗳𝗲𝗮𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗼𝗳𝘁𝗲𝗻 𝗮𝗽𝗽𝗲𝗮𝗿 𝘁𝗼𝗼 𝗹𝗮𝘁𝗲
Critical elements like 𝗰𝗼𝘀𝘁-𝘁𝗼-𝘀𝗲𝗿𝘃𝗲, 𝗰𝗮𝗽𝗮𝗰𝗶𝘁𝘆, 𝗼𝘁𝗶𝗳 𝗿𝗶𝘀𝗸, 𝘀𝗲𝗮𝘀𝗼𝗻𝗮𝗹𝗶𝘁𝘆, 𝗲𝘅𝗽𝗲𝗱𝗶𝘁𝗲𝘀 𝗮𝗻𝗱 𝗲𝗺𝗶𝘀𝘀𝗶𝗼𝗻𝘀 are not visible early enough.
𝗧𝗵𝗲 𝘀𝗵𝗮𝗿𝗲𝗱 𝗰𝗼𝗻𝗰𝗹𝘂𝘀𝗶𝗼𝗻
𝗟𝗼𝗴𝗶𝘀𝘁𝗶𝗰𝘀 𝗺𝘂𝘀𝘁 𝗯𝗲 𝗲𝗺𝗯𝗲𝗱𝗱𝗲𝗱 𝗶𝗻 𝗜𝗕𝗣 𝗮𝘀 𝗮 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗽𝗮𝗿𝘁𝗻𝗲𝗿 — 𝗻𝗼𝘁 𝗮 𝗱𝗼𝘄𝗻𝘀𝘁𝗿𝗲𝗮𝗺 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻.
Only then can organisations truly balance 𝗺𝗮𝗿𝗴𝗶𝗻, 𝘀𝗲𝗿𝘃𝗶𝗰𝗲 𝗮𝗻𝗱 𝗿𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲.