This article asks how to manage a global supply chain more effectively? Indeed, the domain supply chain and logistics has experienced a sea change over the last few years thanks to increasingly disappearing geographical boundaries. On the other hand global village platform also brings its share of complexity, which if not taken care of too subtly may crate a havoc in the bottom-line.
Prepare a strategy that reflects both outsourcing and insourcing. Success is often determined by how well you define your core competencies and the extent to which you let others handle activities not central to your principal business. Consider insourcing the areas that are critical to making and selling your products and outsourcing the rest to functional experts.
Broadly it talks about remaining core competencies home and not core to vendors. However, I have a little doubt here, unlike service industry (where you can send billion datum via undersea cable and not over the sea ship) manufacturing and the services that based on commodities (I mean perishable and not so perishable non tangible stuff) has to have strong chain of rules to zeroing on what should come first, what last, what should wait a month, what you can do without till the next festive season. But in a way aren’t all products fall into core subject line? Can we really differentiate here (like IT and ITES service?) core and non core distinctly? Like help desk to engineering? Aren’t all come into core, that’s my question. What’s your take on this?
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