Working independently or strictly within functional silos isolates departments from the big picture. Hence, when organizations try to improve performance, it can have unintended negative outcomes.
When most organizations attempt to manage cross-functionally, the complexity of the process is too great to manage without systems. This holds true even if they understand the concepts and interdependences. In complex organizations, supply chain teams cannot attempt such deft management without today’s supply chain solutions. And the cost to purchase and implement the software is generally recovered by the savings from a few well-placed decisions.
As we concluded in Part One, the complexity of operating in today’s supply chain can create tremendous organizational stress, cross-functional discord, and excessive meetings, with poor results to show for it.
Clarity can be brought to the business, progress can be made, and the business can improve in performance, while improving the working environment for the employees and demonstrating superior results to the marketplace!