Pass it on

A timely issue

Weiss’s presentation underscored the timeliness of good communication in the current context.

For many in the automotive sector, order-to-delivery is the new supply chain way of life. This method brings new meaning to just-in-time, starting with a drastic reduction in inventory across the board. Weiss said that by running a leaner operation with more consolidation, Chrysler will be able to reduce inventory from 150 to 53 days.

Making this happen in a supply chain as broad as Chrysler’s will depend on better co-ordination of and communication between production and delivery processes. The challenges of reduced inventory and tighter delivery timelines demand clear lines of communication if the many parties involved are to identify potential bottlenecks and develop strategies to offset delays. There is a much smaller margin of error, so there is a greater need to increase communication between suppliers, assemblers and carriers.

So Chrysler has started dialogues with its stakeholders.

Companies can truly benefit from having supply chain managers who clearly communicate process improvement plans. Doing so engages stakeholders to participate collectively, exchange ideas, present enhancements and share results.

Thanks to technology, shippers do have the tools to give partners access to information, but shoveling over data does not give the full picture. Those responsible for managing the information have to learn how to clearly discuss processes and provide the big picture. They also have to explain why each step is taken and what the results should be.

And they must increase their interpersonal skills if they hope to improve dialogue and get a receptive audience. It’s true that the job gets done better when the whole team is engaged. When leaders believe in fostering lively discussions, open lines of communication and a transparent approach to problem-solving, it produces more positive working relationships. Trust and open discussion translate to genuine collaboration.

Good communication isn’t just the job of the C-suite spokespeople. Supply chain managers have an obligation to convey pertinent information clearly and concisely to all affected stakeholders.

They would do well to follow the example of Weiss. Part supply chain expert, part brand spokesperson, he is a complete communicator and an example of what the professional of the future will look like.

Tracy Clayson (tracy@in-transit.com) is managing partner, business development, of Mississauga, Ontario-based In Transit Personnel.