Heritage Logistics Group

"Your Source for Supply Chain Solutions"

 

The new lexicon of change is now part of the supply chain landscape. Although change in logistics is nothing new, the phrase has taken on new conotations since last fall's election. Change can be good for an organization, but each organization has their own ability to foster that change such as differing levels of resources and their ability to withstand certain risk in change.

Logistics executives should in advance of changing their logistics channels allocate the needed resources to changing thier organizational processes. These processes will become the foundation to sustaining goals and objectives formulated by the supply chain "change". There are at a minimum three major components involved in these processes in no particular order: (1) specific involvement (2) uninterrupted progress, and (3) a sound makeover plan.

Specific involvement zeros in on those items in the supply chain that are targeted to have the highest level or return on time and effort. Uniterrupted progress focuses on those goals in the logistical channel may have a small investment but inturn provide quick benefits. A makeover plan typically encompasses all parts of the plan and is the largest in scale - this could include major changes in the logistical structure of the organization.