UNDER-40 SUPER ACHIEVERS
Supply Chain Control Tower:
Old Wine in New Bottle?
Nowadays in most of the discussions around supply chain, there is a mention of control tower as a magic wand for solving supply chain issues. While there is a class of professionals who see a lot of value in it but there is another class which views it with skepticism as old wine in new bottle. There is another class of professionals who do not understand and think of it as something very sophisticated and needs a lot of investment. Sandeep Chatterjee, Associate Director – Technology Consulting, Deloitte, offers insights into the changing paradigms of supply chain control towers…
Sandeep Chatterjee comes with expertise in key areas including supply chain management, business process reengineering, emerging countries enablement, network optimization, ERP Implementation and ERP Footprint Review across multiple industries and geographies. He holds an MBA from Indian Institute of Management, Kozhikode, and a Bachelor of Engineering (Mechanical), Bengal Engineering and Science University, Shibpur (formerly Bengal Engineering College). Sandeep is also the Member of Board of Governors, IIM Kozhikode & the CEO and Chairman of International Supply Chain Education Alliance (ISCEA).
Essential Elements of a Control Tower Start by determining the applicable use case based on priorities and business challenges... Voice of the customer Factory control Global trade and customs Production planning
Synchronized planning Quality and recall mgmt. Customer service Logistics
Sourcing and procurement Technical operations Aftermarket mgmt. Supply chain risk
Modules
Functional components of a Control Tower are enabled by technical layers, including: Functional components
Components
Process and operating model
End-to-end visibility Exception mgmt. Scenario analysis
Technical layers Optimized intelligent response Presentation Analytics Self-driving execution Decision support Data Integration and ingestion Communication
Security and admin Data sources
Ingrain the solution into the business by creating processes and shaping the operating model to sustain the capability, through: Capabilities assessment Process design Op model design
Governance structure Communication strategy Training
(Source: Deloitte)
36 CELERITY July - August 2021
