Sustainable Strategic Supply Chain Leadership and Management By Prof

How to achieve sustainable supply chain performance has remained a complex challenge. Full commitment to process orientation and process management is required. Cultures of bureaucratic organisations do not allow for strategic supply chain management, and the challenge is for them to transform to learning organisation paradigms and structures. The author advocates the effective utilisation of two crossfunctional supply chain structures, being customer-focused (on the demand side) and capacity-focused (on the supply side), and a programme management system that includes a Balanced Scorecard for performance appraisal. In line with the conclusion of the Ohio State studies that leadership style effectiveness depends on situational factors, it is proposed that leaders should purposefully influence these factors by creating a supply chain configuration and culture conducive to learning and knowledge management. This will facilitate the successful application of a leadership style with high consideration and high initiating structure, which is essential. Moreover, it is critically important for organisations substantially to improve leadership acumen if they wish to achieve sustainable strategic supply chain success. Executives and supply chain managers have the added responsibility of acting as change agents for transforming the bureaucratic organisation to a learning entity. The need for sustainable strategic supply chain management Naslung and Williamson (2010) conclude that most people agree to the importance and potential benefits of supply chain management, but that it does not occur often enough in practice. Organisations struggle to evolve from theory to the successful implementation of supply chain management. Mostly absent in practice are seamless chains, optimised flows, and networks of integrated organisations. These authors contend that, since the objective is to improve dynamic relationships, methodical approaches to the implementation of supply chain management are needed, supported by sound empirically-based research to continue to develop the field. Designing, developing and managing cross-organisational processes are serious challenges when one takes into consideration that most organisations are still struggling with internal process management. They go so far as to say that few, if any, examples exist of truly process-oriented organisations, yet process management is mentioned by prominent researchers and practitioners as a prerequisite for successful supply chain management. These authors continue to express concern that the supply chain does not have clear roles or rules, measurement, and reward systems. They ask the question: “How can such a structure possibly be managed? ” PM World Journal Sustainable Strategic Supply Chain Leadership & Management Vol. I, Issue V – December 2012 Pieter G. Steyn – Cranefield College www.pmworldjournal. net Featured Paper © 2012 Pieter G. Steyn www.pmworldlibrary. net Page 2 of 18 Naslung and Williamson (2010) argue that systematic coordination of key processes for improved performance of the entire supply chain is fundamental to sustainable supply chain management. They assert that the discussion about collaboration and integration suggests that, for companies to proceed to a higher level, they first need to manage their internal processes properly before venturing into the cross-organisational level. The authors proceed to note the critical observation that companies need to commit fully to process orientation and process management in order to succeed with supply chain management. The current author believes that this is the core of the problem, which requires radical strategic transformation and change. Naslung and Williamson (2010) regard process orientation as important because an organisation's value-adding capabilities depend on how well it manages its cross-functional processes. They support the views held by Hammer (2002) and Beretta (2002) that organisations should move away from the functional structure and functional goals if they wish to increase their customer focus and reduce the risk of sub-optimisation. The current author has also expressed this view (Steyn, 2001, 2003, June 2010, & July 2010). Moreover, Steyn (June 2010) distinguishes between “project-driven” and “non-project-driven” business models for supply chain management. He proposes a programme management approach similar to matrix project management to lead and manage cross-functional processes of the supply chain. Lambert, Cooper and Pagh (1998) aver: “There is a great deal of confusion regarding what supply chain management involves. Many people using the term ‘supply chain management’ treat it as a synonym for logistics, or logistics that includes customers and suppliers. However, successful supply chain management requires cross-functional integration within the firm and across the network of firms that comprise the supply chain. The challenge is to determine how to successfully accomplish this integration. ” Kulkarni and Sharma (2004) argue that the vast majority of organisations that fail to apply supply chain management strategies to increase their agility will lose their status as preferred suppliers. They will be under enormous pressure to put in place a sound supply chain management strategy and operations plan. According to Mangan, Lalwani and Butcher (2008): “The term, supply chain management (SCM), was originally introduced by consultants in the early 1980s and, since then, has received considerable attention. The supply chain is a much wider, intercompany, boundary-spanning concept, than is the case with logistics. ” The impression that ad hoc supply chain management is generally accepted or condoned emerges. In the current author’s opinion, an ad hoc approach to managing cross-functional processes in the supply chain is highly ineffective and inefficient. To motivate the assertion, one may refer to the adoption of matrix project management to coordinate and integrate activities productively in crossfunctionally structured project management processes. Lambert et al (1998) identify eight cross-functional processes that constitute the activities of the supply chain. These are customer relationship management (CSM), customer service management (CSM), product development and commercialisation, order fulfilment, returns, procurement, demand management and capacity planning, and manufacturing flow management. They further regard executive support, leadership excellence, commitment to change, and empowerment as key requirements for PM World Journal Sustainable Strategic Supply Chain Leadership & Management Vol. I, Issue V – December 2012 Pieter G. Steyn – Cranefield College www.pmworldjournal. net Featured Paper © 2012 Pieter G. Steyn www.pmworldlibrary. net Page 3 of 18 successful supply chain management, with information as a key enabler of supply chain integration. These authors assert that, due to the dynamic nature of the new economy, leadership and management should regularly monitor and evaluate the performance of the supply chain. They regard it as imperative that performance goals be met, and failing that, that supply chain alternatives be evaluated and change implemented. Lambert (2010), and Lambert and Schwieterman (2012), describe a comprehensive macro-level cross-functional view of CRM and CSM. The current author (Steyn, 2001, 2003, June 2010, & July 2010) concurs with Lambert et al (1998) regarding the structuring of cross-functional supply chain processes, as also their opinions about leadership, commitment to change, and evaluating supply chain performance for the purpose of continuous improvement. However, the cultures of bureaucratic organisations do not allow for the abovementioned, and the challenge is for them to transform to learning organisation paradigms and structures. To be successful, they are required to review how their supply chains are structured, led, managed and operated. Garvin (1993) offers the following definition of a learning organisation: “A learning organisation is an organisation skilled at creating, acquiring and transferring knowledge and at modifying its behaviour to reflect new knowledge and insights. ” He asserts that to stay competitive in the new economy, organisations must strive to move away from bureaucratic practices towards becoming learning organisations that are far more agile and flexible. Responding to Murray-Webster and Thiry (2000), who propose three ways of shaping cross-functional project portfolios in organisations, the current author (see Figure 1) maintains that a supply chain cross-functional process portfolio should be added that could be project and/or operational in character and focused on improved internal and external customer service (Steyn, 2001, 2003 & July 2010). Steyn (June 2010) concludes that the business model adopted by an individual organisation also plays a role. The business model can be project-driven, non-project-driven, or a hybrid of the two. Steyn (2001, 2003, June 2010 & July 2010) asserts that the best synergy will be achieved in the supply chain cross-functional process portfolio when a system of programme management and review is utilised. PM World Journal Sustainable Strategic Supply Chain Leadership & Management Vol. I, Issue V – December 2012 Pieter G. Steyn – Cranefield College www.pmworldjournal. net Featured Paper © 2012 Pieter G. Steyn www.pmworldlibrary. net Page 4 of 18 BS-PM LEARNING ORGANISATION VALUE CHAIN SCHEMATIC