The supply chain management function of a company has long been classified as the tail of the dog that gets whipped back and forth at the whims of other departments and has to constantly change key operating processes based on the needs of the customer, operations, finance, and the limit of IT applications to support the process. Has the time finally come when Management can create a resolution objective for a business issue, have a business process exactly tailored to meet that need and then have the information technology supporting the process enable rather than restrict the process?
Utilizing a supply chain leader to guide the formulation of “enterprise architecture” results in the creation of a dynamic support infrastructure that enables, rather than inhibits, business results and processes. This has not been possible in the past due to the restrictions placed on business processes by the applications utilized to support the business.
With evolved tools that interface with the underlying applications, business managers can decide how they want their process to function, to focus on and to alleviate a business issue. Industry leading companies like Procter & Gamble are utilizing this approach, which is contributing to their continued success.
The time has come for supply chain leaders to no longer be categorized as the tail of the dog but to instruct IT on how to best support them.