Tag Archive: predictions

Think Twice About Your Manufacturing Supply Chain

April 11th, 2020

My recent episode from my new video series related to “What’s Happening?” in manufacturing and supply chain addresses reevaluating production outside of the U.S. There has been a lot of activity lately impacting sourcing decisions. Just consider the new phase 1 trade deal with China, offset by a very worrisome law that went into affect in China in December related to data privacy (and lack thereof!) and a BIG win for manufacturers with the new USMCA trade deal with Mexico and Canada. Are you staying up-to-speed on these essential changes and trends?

Our most successful clients are on top of it! In fact, they are typically ahead. In today’s Amazon-paced, customer-centric world, it is no longer an option. You must be proactive just to survive. Get out of your chair and attend a key industry event, join us at our next Harvey Mudd executive roundtable to discuss the digital transformation and related impacts and network with peers, say yes to participating in the latest economic forecast event or the like. In addition, read highlights about the latest technologies and how they might impact your industry, seek out experts who can help you think through the top priorities in today’s Omni-channel world (whether related to you or not; you’ll pick up valuable insights to apply regardless), take your trusted advisors to lunch and ask them for their insights and more. The bottom line is you must be informed, proactive, collaborative and agile.

When it comes to thinking about your supply chain strategy, don’t get side tracked with all the hoopla. As Roy Paulson said in our 2019 predictions document (my favorite quote), “As a view looking forward in these auspicious times, expect to see more talk of tariffs, threats and waving of hands, all the while, those of us in exporting will be busy making deals, signing contracts and getting business done.”  I cannot tell you how true this statement is across the board. Thus, instead of getting into debates and moaning about your current situation, put a plan in place to thrive amidst the chaos.

As it relates specifically to China, China alternatives and our North American neighbors, watch our interview with John Tulac, international business attorney to learn more. We had a great time talking philosophy and throwing out issues and ideas on how to navigate China. I’ve committed to sharing widely to get the word out. I believe fully in being upfront and proactive, and I hope you’ll join with us in spreading the word of caution. This topic also squarely fits with our new theme on future-proofing your manufacturing operations and extended supply chain.  Contact us to discuss further.



Manufacturing Expert, Lisa Anderson, Releases Manufacturing and Supply Chain Predictions for 2020

March 16th, 2020


Manufacturing Expert, Lisa Anderson,
Releases Manufacturing and Supply Chain Predictions for 2020

 CLAREMONT, CALIFORNIA – March 12, 2020 –  Manufacturing and Supply Chain Expert,  Lisa Anderson, MBA, CSCP, CLTD, president of LMA Consulting Group Inc., has released, Future-Proofing Manufacturing & the Supply Chain, Manufacturing and Supply Chain predictions for 2020.  Ms. Anderson asked business owners, executives and industry professionals for their insights and predictions for the state of business in 2020.  From a wide range of industries like food and beverage, building products and logistics to specialties such as trade, sourcing, technology, human capital and economic development, the experts represent a wide range of businesses in size and complexity.

“We are at a critical juncture in our field.  To succeed in 2020, manufacturing and logistics organizations need to become agile, proactive and even disruptive to merely survive.  The most successful organizations are going to do a deep dive into human capital, technologies and strategies that will achieve the trifecta – a superior customer experience, profitable growth and improved working capital provide,” Ms. Anderson commented.  LMA Consulting Group works with manufacturers and distributors on strategy and end-to-end supply chain transformation to maximize the customer experience and enable profitable, scalable, dramatic business growth.

With the influence of additive manufacturing artificial intelligence, IoT, robotics and blockchain, technology can pay a pivotal role.  Yet, technology is not the sole answer.  “It’s the smart application of the appropriate technology by top talent, aligned internally and across the extended supply chain who follow a well-thought out strategy that wins the race,” she said.

While experience can direct future activity, it is important to be prepared for the unexpected. “The hyper influence of the coronavirus has radically disrupted supply chains.  This puts a spotlight on the need to proactively future-proof the supply chain.  It’s more than focusing on vendors and the source of supply.  It’s the integration of all of the pieces from raw materials through delivery and measuring the customer experience along the way with backups in place along every facet of the supply chain,” she concluded.

Ms. Anderson is an active member of the Inland Empire Economic Partnership, was recently appointed to the Department of Commerce, District Export Council of the Inland Empire and is sought out by organizations such as Oracle for her manufacturing and supply chain insights. Future-Proofing Manufacturing & the Supply Chain can be downloaded here.

 About LMA Consulting Group – Lisa Anderson, MBA, CSCP, CLTD

Lisa Anderson is the founder and president of LMA Consulting Group, Inc., a consulting firm that specializes in manufacturing strategy and end-to-end supply chain transformation.  She focuses on maximizing the customer experience and enabling profitable, scalable, dramatic business growth. Ms. Anderson is a recognized Supply Chain thought leader by SelectHub, named a Top 40 B2B Tech Influencer by arketi group, 50 ERP Influencer by Washington-Frank, a top 46 most influential in Supply Chain by SAP and named a top woman influencer by Solutions Review. She recently published, I’ve Been Thinking, 101 strategies for creating bold customer promises and profits. A regular content contributor on topics including a superior customer experience with SIOP, advancing innovation and making the supply chain resilient, Ms. Anderson is regularly interviewed and quoted by publications such as Industry Week, tED magazine and the Wall Street Journal.  For information, to sign up for her Profit Through PeopleTM Newsletter or for a copy of her book, visit LMA-ConsultingGroup.com.
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Media Contact Kathleen McEntee | Kathleen McEntee & Associates, Ltd. | p. (760) 262 – 4080 | KMcEntee@KMcEnteeAssoc.com                                                 

 



Special Report: 2020 Predictions

March 12th, 2020

We received such a positive response to last year’s predictions report that we wanted to add to that value in 2020. It was an exciting process to see what CEOs, executives and thought leaders of manufacturing and logistics organizations think about the current trends, what’s coming, and most importantly, what to do to get ahead of the curve.

A special THANKS goes to our contributors. We’ll be discussing these topics much more in our March newsletter to build upon their predictions and ways we can THRIVE amidst the ambiguity.

For our Profit through People subscribers, we are pleased to provide a direct link. Feel free to forward to your colleagues and friends by sending them our download link.

A Few Highlights
Please pay special attention to my introduction (page 2). I believe we are at a critical juncture in our field. To succeed in 2020, manufacturing and logistics organizations need to become agile, proactive and even disruptive, to merely survive. The most successful organizations are going to do a deep dive into human capital, technologies and strategies that will achieve the trifecta – a superior customer experience, profitable growth and improved working capital, simultaneously.

With the promise of additive manufacturing, artificial intelligence, IoT, robotics and blockchain, technology can play a pivotal role.  However, technology alone is NEVER the answer. Instead, it is the smart application of the appropriate technologies by top talent, aligned internally and across the extended supply chain and following a well-thought out strategy that wins the race.

I thought the insights, predictions and recommendations from our experts are worth noting – and taking action! We were careful to gain perspectives from manufacturing and logistics executives and thought leaders, spanning industries (from food and beverage to building products and logistics), specialties (trade, sourcing, technology, human capital, economic development and more), and size and complexity (from family-owned to private equity to large, complex organizations). I’d love to hear your feedback and areas you’d like to deep dive further.

We will continue our webinar series with future-proofing topics and thought leaders, as well as our video series of timely topics such as the coronavirus. We will continue to explore these topics in our blogs and newsletters, as well.

Please contact us if you’d like to discuss your situation and how you can future-proof your manufacturing operations and create a resilient supply chain.



Who Are Your Stars?

July 21st, 2019

In our 14 years of consulting experience and almost 30 years of working experience, we have found that 80% of executives spend the majority of their time with the 20% of employees who do not achieve results. Unfortunately, this means they don’t have time to spend with the stars who achieve 80% of the results. Do you fall into this trap as well? As executives commented in our 2019 predictions document, talent is a hot topic in today’s tight labor market. If you aren’t paying attention to your stars, they will jump ship to someone who does pay attention.

People don’t leave companies. They leave bosses!
As an executive, stop to think about what questions you are asking. Do you ask your direct reports about their stars? Could you identify the future stars of your organization? Or are you just addressing issues as they arise? Key customer issues. Board questions. Performance problems. Etc. If so, undoubtedly, you are receiving information from stars or they could be working behind the scenes, invisible to you. We find that these stars can be easily overlooked because they might not like the spotlight or they are likely to be the person to bring up unpopular topics. Does your culture support these stars or encourage them to stay hidden?

Here are ways to find your stars:

  1. Pay attention to who your leaders go to in order to get information. There is always a star behind the scenes who has the information when you need it. It is likely this person could be several layers below you and so you’ll need to pay attention.
  2. Have you asked old-timers for information or ideas lately? Ask employees who have been around a while. If they feel overlooked, they aren’t going to offer ideas and information until asked. However, when valued, you just might be surprised with some amazing results. We have had countless numbers of clients with this sort of hidden gem! Typically there is at least one person like this in every organization.
  3. Look for someone who might be unpopular in meetings because they’ll bring up issues. Frequently, there is someone who is willing to speak up about issues who becomes unpopular because the rest of the team doesn’t understand or think the issue will occur. This person is also seen as delaying the process. Sometimes, these folks are just problem employees but often they can be your stars. Stars are willing to speak up about issues, and if you listen to them, they will save you from all sorts of problems. Of course, if it was only that easy! Typically these folks might not be the best communicators, so they aren’t seen as stars by their managers. You’ll have to look hard.
  4. Look for the influencers. Although not typically in a position of power, the masses will follow them because they trust their judgment. This isn’t obvious because leaders aren’t involved. Look for who employees go to with questions or look for who they will go to if issues occur.
  5. Ask each employee about his/her ideas and/or create small group discussions. Once you gain trust, you’ll rapidly identify your stars.

Since your stars are responsible for 80% of the results and are the go-to people for any project worth doing, there is a dramatic ROI in finding your stars and embracing them. It certainly seems worth the effort of checking in on a few employees each time you walk through the office. Don’t stop and talk with your favorites or those with which you have common interests. Instead, stop at the first desk that wouldn’t part be part of your routine. Be interested and listen. We’ll bet you learn compelling ideas rapidly. Let us know how it goes and what strategies you find the most successful in finding your stars! We are always interested in this vital topic.

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Do You Treat Your People as Critical Assets to Your Success?

June 24th, 2019

As several CEOs lament continually and as Steve Erickson, president of Corona Clipper, Inc. and UK Business Unit Group, said in our 2019 predictions document, talent is a hot topic in today’s tight labor market. Perhaps it is time to put a bit more thought into our talent.

As a consultant who works with organizations from a few million in annual revenue to multi-billion dollar conglomerates, it is quite clear that talent is an issue across-the-board. It doesn’t matter the industry, the size, or the ownership (private equity, publicly traded or closely-held). Talent is an issue that is top of mind of every executive interested in growth and innovation. The trick is whether you just think about talent or are willing to invest in talent. Which are you?

Certainly, those who invest are far more likely to retain top talent and develop new talent. In zero unemployment markets, there is something to be said about creating your own talent. If you aren’t focused on this topic, it is quite likely the competition will steal your talent away.

There are many ways to invest in talent:

  1. Provide mentor opportunities – If your organization looks for ways to support the growth of employees with mentors, you are bound to be more successful than the norm. In our experience, the best companies realize that people need to learn through practical application and mentoring provides this opportunity.
  2. Invest in leaders to encourage continuous coaching – aAyearly review is quite useless. Who can remember what happened that long ago and understand how to improve or build on a strength? Instead, I found that 90 day one-on-one performance conversations with a limited number of objectives do the trick. Continuous feedback and investment of time can go a long way. But let’s not expect leaders to know how to conduct these sessions if we haven’t invested in them. Remember, it trickles down hill.
  3. Provide training opportunities – Search for training topics that will supplement what your employees should understand. For example, any employee in operations and supply chain should take APICS courses to understand the fundamentals of supply chain and operations management and related principles. If nothing else, it will provide the body of knowledge and associated language.
  4. Provide experiences – In larger companies, there might be job rotations or overseas assignments.  No matter the size, there are cross-training opportunities as well as enabling visits and collaborations with customers, suppliers, systems and technology providers, consultants/experts and other partners.
  5. Allow the freedom for experimentation – To encourage new ideas and innovation, it is important to design programs that educate employees as well as provide a framework to try out new ideas. In our consulting travels, we find that employees who are allowed to test new ideas in a safe zone feel invested in.
  6. Address poor performers – Instead of ignoring your poor performers because it is an unpleasant task or you are worried about repercussions, proactively address them. Work with them to turn them around or move them out of the organization, and you’ll unleash your top talent.

Why not merely increase your engagement by investing in your already-existing talent? According to all the surveys, engagement is at horrific levels in the vast majority of organizations yet engagement is key to driving performance. It doesn’t take a rocket scientist to figure out investing in your people is not only common sense but it can do more good for your bottom line than almost anything else. The key is to not treat investment as throwing money at an issue but instead seeing it as a priority. Let us know what ideas you have to engage your most critical assets.

 

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