Tag Archive: supply chain strategy

Lisa Anderson Invited to Participate in the 2017 U.S. Roadmap for Material Handling & Logistics

October 5th, 2016

Material Handling & Logistics U. S. Roadmap, Lisa AndersonLisa Anderson MBA, CSCP, president of LMA Consulting Group, will participate in the strategic U. S. Roadmap for Material Handling & Logistics summit that gathers information, data and insights on the U. S, supply chain from experts in material handling and logistics, equipment and software suppliers, academia, associations and government. Anderson, a sought after speaker on supply chain, customer service, skills gap, ERP, SIOP, and the Amazon Effect and its impact on business operations of manufacturers and distributors, will be asked to address new issues like cybersecurity as well as explore the core competencies companies will have to develop over the next decade to grow jobs, increase America’s global competitiveness and advance our country’s standard of living.

“The first Roadmap was called by some ‘the most important document to be published by the industry in more than 20 years,’” recalls Gary Forger, who spearheaded the original effort to develop the document. “It established a baseline of key disruptors faced by supply chain practitioners today and in the approaching decade. While it was comprehensive for the time, the staggering rate of change in the field during the recent past has prompted us to begin work on the second edition.”

Anderson is board approved in supply chain strategy, an advisory board member for the Advanced Supply Chain Certification program, and was named a top 100 supply chain blogger on SupplyChainOpz. Recognized as the 16th most influential person in supply chain management and sustainability by technology leader SAP’s “Top 46 Resource and Optimizations Influencers (Plus a Few Others),” she has conducted primary research on customer service expectations, skills gaps and how Amazon is impacting businesses.

“I’m honored to be selected to participate in this high-quality group of supply chain professionals to provide expertise and collaborate on supply chain management trends, disruptors and opportunities,” explains LMA Consulting President Lisa Anderson. “By identifying the most important disruptors, manufacturing and distribution executives can think ahead to avoid serious pitfalls and to prepare for long-term, sustainable success. Knowledge is power – if executives understand what’s most likely to occur 10 years into the future, they can set the appropriate strategy and prepare their people, processes and protocols to delight the customer and maximize profit.”

Upon completion of four regional summits, the gathered information will be used as the basis for the writing of the second edition of the Roadmap. The report will be released during MHI’s ProMat tradeshow and exposition, held April 3-6, 2017 at McCormick Place in Chicago, Illinois.

Lisa Anderson to Speak at Premier Project Management Association

September 9th, 2016
Lisa Anderson

Lisa Anderson, a sought after speaker in the supply chain industry, will present “The Amazon Effect: Creating a Customer Service Edge to the Inland Empire Chapter of the Project Management Institute.

LMA Consulting Group’s Lisa Anderson to Present The Amazon Effect: Creating a Customer Service Edge at 2016 PMICIE Professional Development Day

Lisa Anderson MBA,CSCP, president of LMA Consulting Group, will speak to the Project Management Institute (PMI) – Inland Empire Chapter on Saturday, September 10, 2016, 10:00 AM – 3:00 PM at the Magic Lamp Inn in Rancho Cucamonga, Calif. about the importance of customer service. Anderson, a sought after speaker on supply chain, customer service, skills gap, ERP, SIOP, and the Amazon Effect and its impact on business operations of manufacturers and distributors, will be presenting “The Amazon Effect: Creating a Customer Service Edge” to professionals focused on improving project results.

Anderson is board approved in supply chain strategy, an advisory board member for the Advanced Supply Chain Certification program, and was named a top 100 supply chain blogger on SupplyChainOpz. Recognized as the 16th most influential person in supply chain management and sustainability by technology leader SAP’s “Top 46 Resource and Optimizations Influencers (Plus a Few Others),” she will present primary research on how Amazon is impacting businesses and elevating customer expectations as well as provide key strategies on where and how to make improvements to stay competitive and relevant to customers. Anderson frequently discusses how customer service is core to business success and explains how her proprietary process TST helps companies provide exceptional service including short lead times to support business growth while achieving bottom line results when looking across companies from small to large and spanning diverse industries such as aerospace, building products and food.

“I think it is imperative that companies step up their game when it comes to customer service. Providing rapid turnaround times, 24/7 accessibility and value-add service options has become the norm,” explains LMA Consulting President Lisa Anderson. “Our research bears out these facts, and it is time to light a fire under companies to dump a one-size-fits-all strategy and shift to the 1:1 customer experience.”

Anderson will be presenting along with Brian Dreyer, CSM, CSP, an Enterprise Agile Coach, and Dustin Fennell, a transformation technologist, at The California Inland Empire Chapter (PMICIE), the area’s premier project management association, committed to the advancement of the project management profession. Registration for 2016 PMICIE Professional Development Day is free for members and $70 for non-members.

Celebrating its eleventh year, LMA Consulting Group helps growing companies elevate overall business performance while creating a customer service edge. Through a number of proven proprietary processes, LMA Consulting Group can pinpoint areas for improvement with eagle eye precision and develop the strategies to deliver results. Anderson, also known as The Manufacturing ConnectorSM, is currently working on a book entitled “The Amazon Effect” detailing a business roadmap to thriving in an ultra-competitive marketplace. A regular content contributor in topics including supply chain, ERP and SIOP, she has been interviewed for articles in publications like Industry Week, tED Magazine and the Wall Street Journal. She actively posts educational blogs three times weekly and has two newsletters, Profit through PeopleSM and “I’ve Been Thinking.” For information about Lisa Anderson, go to https://www.lma-consultinggroup.com/ or call 909.630.3943.

Supply Chain Strategy

October 8th, 2015
supply chain strategy

Day-to-day business issues keep managers from thinking about supply chain strategy. But pausing to strategize will give you time to focus on the right priorities.

Have you thought about your supply chain strategy lately? Or, are you focused on the day-to-day supply chain issues that occur? My clients seem to focus 80% of their time on fire-fighting, much to their chagrin. Instead, we need to set aside specific time to think about supply chain strategy. Consider the following questions:

  • Customers’ locations – where are your customers located? Have you put them on the map?
  • Customers’ expectations – what type of service level do your customers expect? Do they have any other key requirements?
  • Suppliers’ locations – where are your suppliers located?
  • Supplier agreements – what types of agreements do you have with your suppliers?
  • Transportation partners – who are your transportation partners? Which areas do they service?
  • Industry – what does your industry look like? What specific requirements does your industry expect?
  • Market conditions – are there any market conditions you should leverage?
  • Risk – which risks are most likely to occur? How can your company account for them with your supply chain strategy?
  • Strategic advantage – what is your strategic advantage in the marketplace? How does your supply chain fit into it?
  • And there are many more – not all supply chains are alike. Think about what is most relevant when thinking of your supply chain strategy.

Did you like this article? Continue reading on how to strengthen your Eagle Eye: 

Supply Chain Strategy – Formula for Success 

Supply Chain Trends


What’s the Secret Ingredient to Project Success?

June 20th, 2013

Turn your thinking upside down and unlock the secret ingredient to success.

Volatility is the new norm.  Results must be an assumption as companies struggle for high growth rates, fight to find and retain top talent and find that execution alone is no longer enough to succeed in the new normal business environment.   In order to stand out in the crowd and succeed, we must think differently.

Instead of looking at the latest and greatest fads and expensive programs, why not turn your thinking upside down and consider a simple yet effective approach to success?  The power of focus!  What could focus do for your projects?

In my experience, regardless of company type, size, industry, and reach (local, national, global), the 80/20 of client project success – improved bottom line results – relates directly to focus. Undoubtedly, when we start the client project, it seems much more complex; however, I’ve yet to find an example where a key driver to success doesn’t substantially fall into the category of focus. So, why does focus matter? The main reasons include: 1) Strategic clarity. 2) Practical application. 3) Motivation.

  1. Strategic clarity. First, a baseline tenet – the most successful companies understand where they are going. Thus, it is vital to consider the top priorities to ensure progress towards that vision. The best companies not only understand where they are going but they also achieve a strategic clarity throughout the organization by aligning focus with the direction.Ideally, the Executives have a solid handle on the key aspects of the long-term roadmap to achieve the vision. Although that used to be a 3-5 year plan, long-term has become 12-24 months in the new normal business environment.  Then, on a yearly or every 6 month basis, the top priorities should emerge. I’ve noticed that this topic can become a circular conversation, as strategic clarity leads to the top priorities – and focus on the top priorities leads to strategic clarity throughout the organization. However, the key point is that the organization will excel through the power of focus which typically manifests itself in clearly communicated key priorities.In the words of one of the best financial leaders I’ve worked with throughout the years when asked her opinion of the key to success of the CEO who not only turned around the company while valuing people but also completed a successful sale of the company, she said, “he refused to veer off the strategy and kept the organization focused”.
  1. Practical application. No company can be successful when it divides its resources (people, capital/ cash, etc.) among too many initiatives. Focusing on the right critical issues – no more than 3 to 5 in most cases – is vital to achieving success.How many times has it felt as though you have 100 priorities (and directions) to achieve at the same time? In today’s business environment, 100 priorities could be a good day! As tempting as it is to try to achieve what all seem like important priorities, stop. Instead, take a step back and go through a rigorous prioritization process.Which of the priorities are most important and will have the greatest impact on achieving the strategy during the next year? Consider breaking it into quarters. A steadfast focus on a select few priorities will move the organization forward at a much quicker pace than working twice as hard on a hundred priorities.
  1. Motivation. Help your organization translate the top priorities into succinct goals. Do not get sidetracked with those which you know how to achieve, those which are easy to achieve or those which are more interesting to achieve at the expense of those which will accelerate progress towards the strategy. In a word, “focus”.Make sure everyone understands the value to the organization of achieving their goals. Make sure the goals are achievable yet require a stretch for the employee. Accelerate the pace of progress with an unrelenting focus. There is nothing that motivates an employee more than clear goals, which are not only valued by the leaders but will also contribute to the company’s strategy and success. A leader’s focus and appreciation translate into happy employees and bottom line results.

I’ve seen projects ranging from a 50% reduction in inventory levels to a launch of a new product line achieve the intended results largely through focus. In today’s too much cash with the concern of what tomorrow might bring, finding a recipe for success that doesn’t require a capital or cash investment is undoubtedly worth pursuing. Which projects can you successfully achieve through focus alone?


This article also published on Project Times.

Supply Chain Strategy – Formula for Success

January 25th, 2013

In today’s new normal business environment requires thinking about supply chain strategy differently than we did ten years ago. Supply chains have become more complex – and global. Managing risk is multi-faceted. Yet supply chains are the bread and butter of business success as customer satisfaction is not only important (as it always has been) but it is also paramount in today’s economy – with sales growth rates a challenge, you had better deliver more for less – and quicker.

Thus, thinking about supply chain strategy is an excellent place to start to ensure you are positioned successfully to meet and exceed your business strategy. What are the critical elements? 1) Start by being customer focused. 2) Build in responsiveness. 3) Supplement with operational excellence.

1. Start by being customer focused: This fundamental requirement has not changed. The key is to ensure you aren’t thinking about this from a peripheral level. For example, I’ve yet to find a customer who didn’t say that every element of product design and delivery performance is important yet they cannot all be of equal importance.
We must dig deeper and ask clarifying questions in a collaborative manner. For example; how would you prioritize the elements? Which are you willing to increase the price paid in order to receive? Are you willing to collaborate (requiring an investment in time) to find ways to achieve them?

Get to know your customers and your customers’ customers. I’m surprised how many times when working with my client’s key customer on vendor managed inventory or collaborative ordering programs that we find ways to provide value to the key customer by getting to know their customers (watching for patterns, analyzing the data, asking questions). Customers don’t always know what they need until they see it. Who knew they needed an iPod? Think of the value if you are the one to identify it!

2. Build in responsiveness: There is little more important in the new normal business environment than being responsive or agile. Volatility is the new norm. No one knows what will happen next week or next month, let alone 1-5 years from now. If executives admit what is feasible, long term strategies are 1-2 years; beyond that timeframe is useless. Thus, the key to success is to be more nimble than your competition.
There are countless ways to build in flexibility and responsiveness. Let’s start with our customers – do we allow for changes in demand patterns? I hope so! Customers and suppliers go out of business; widespread shortages occur; natural disasters and political events create havoc in the global supply chain. Do you have inventory positioned close to your customer – owned by you? Owned within your supply chain? Owned by a competitor? Do you even know? I’ve seen companies work out win-win agreements with competitors to succeed.

Do you cross-train? Do you utilize temps to increase or decrease volumes quickly? Can you fill high-skill needs for short-term periods nimbly? How about contractors? Are you stuck with old, limiting rules? Do you have backup suppliers? Do you give your backup suppliers some volume even if it costs more so that you are ready at a moment’s notice? How long is your product life cycle? What worked 5 years ago could be obsolete before it is launched. Re-orient your thinking!

3. Supplement with operational excellence: Bedrock to supply chain strategy is operational excellence. There is no way to be customer focused or responsive if you cannot perform. It’s interesting how often this is overlooked as it is often seen as the “boring” part of the job – blocking and tackling.
How efficient is your supply chain? Think about your supply chain in the same way as you think about the lean transformation of the factory floor (which also can be a key component of your supply chain). How does your spaghetti diagram look? Are you traveling a million miles with a horrifying carbon footprint when you dig into your supply chain?

Do you, your customers, your suppliers and other partners reward, recognize and instill performance management processes to support supply chain execution? Or do you need to find alternatives – even at higher costs, longer distances? Undoubtedly, you’ll be at least 10 times more successful looking for the “right” supply chain partners – and all else will fall into place over time.

Those with a solid supply chain strategy have a competitive advantage over their competition. How can you stand out in the crowd with supply chain competitiveness?

© Lisa Anderson 2013. All rights reserved.