Welcome to a Recap of The Optilon Supply Chain conference 2022, held on September 8, 2021.

Disruptions come in many forms, and in recent years Supply Chains have faced numerous highly disruptive risk events. Supply Chains are also influenced by sustainability, customer demand precision, and customization in delivery.

A proactive response requires visibility, adaptability, and agility. For many companies, this means re-imagining the Supply Chain and balancing the tradeoffs in new and effective ways.

This year’s topics

  • SUSTAINABILITY

  • DATA-DRIVEN

  • DISRUPTION

  • TALENT DEVELOPMENT

  • COLLABORATION

About the event

This premium event is dedicated to helping optimize the business through the Supply Chain. Our emphasis is on enhancing experiences and embracing disruption and innovation to re-imagine the Supply Chain and build competitive advantages.

Join leading thinkers and practitioners at the Optilon Supply Chain conference to explore best practices, opportunities, and challenges of optimizing the business through the Supply Chain.

Why watch the recording?

You will get an insight into:

  • How do Nordic companies perform compared to others in terms of sustainability?
  • How mature are my organization’s current capabilities?
  • What could I gain by better collaborating with my network?
  • How is customer behavior changing, and how do my relationships with customers need to change due to disruption?

Key-Take-Aways

While trying to re-imagine the future Supply Chain – at this conference, Optilon would like to support your journey with inspiration on:

  • Why is there a need to disrupt our current way of living, working, and being
  • How you can harness the power of data and create competitive advantages
  • How can you empower and engage your employees in the sustainable agenda and ensure progress
  • Why collaborating with the broader ecosystem is key to responding to the broader ecosystem

This year’s conference was again carried out in a dynamic environment with inspirational speakers worldwide. Come and join us. It is free and online!

Who should watch it?

  • Supply Chain Managers
  • COOs
  • Production Managers
  • S&OP Managers
  • Planning Managers
  • Planning Professionals
  • Supply Chain Data Analysts
  • IT Managers
  • Sustainability Managers and Professionals
  • CEOs and CFOs
  • Head of Digital Transformation8

Covid-19, labor shortages, and disruptions, in general, have created global Supply Chain nightmares and revealed a need to modernize the Supply Chain with modern technologies and data-driven approaches, especially within the planning area. The utilization of AI and machine learning is helping to modernize the Supply Chain. More can though be done. A recent report is stating that only 8% (1) of the companies are able to mitigate Supply Chain disruptions due to their maturity.
The key question is: How does the leader succeed with technology and a data-driven approach when maturity is low?

Cultural change is critical

Companies and Supply Chains have been working to become more data-driven for many years. Some have done this with mixed results. Everyone understands by now that those that are able to utilize data to make more informed decisions will stand out in the competition compared to those who do not.
The biggest challenge for organizations working on their data-driven approach might not have to do with technology at all. Cultural change is the most critical business imperative. Becoming data-driven is about the ability of people and organizations to adapt to change.
Long-established companies, which have been successful over generations or centuries, are unlikely to change overnight. Becoming data-driven represents a business transformation that is playing out over the course of a generation.

Barriers to becoming data-driven

Achieving data-driven leadership remains an aspiration for most organizations — just 26.5% of organizations report having established a data-driven organization (1). Second, becoming data-driven requires an organizational focus on cultural change. According to the report, 91.9% of executives cite cultural obstacles as the greatest barrier to becoming data-driven.

1. Understand the stakeholders

It is not a technology issue. It is a people challenge. The task of being data-driven keeps getting harder. Today, companies encounter vast new volumes of data, as well as new sources of data. Data cuts across traditional organizational boundaries, often without clear ownership. The fluidity of data compounds the complexity of managing this asset in a way that consistently delivers business value.

2. Adopt a new mental mindset

Becoming a data-driven organization is a journey, which unfolds over time, measured in years, and sometimes decades. Becoming data-driven requires a different mindset. Organizations must be prepared to think differently. There is no shortage of analytic algorithms. These need to be matched by critical thinking, human judgment, as well as creative innovation.


3. Fail fast, learn faster

Leaders must understand that individuals and organizations learn through experience, which often entails trial and error. It has been said that failure is a foundation of innovation. Companies that are prepared for faster iterative learning — fail fast, learn faster — will gain insight and knowledge before their competitors.

4. Focus on the long-term

Data leaders appreciate that the data journey is a transformation effort that unfolds over time. Becoming data-driven is a process. The French writer Voltaire famously said, “Perfect is the enemy of good.” (2) Perfection is rarely achievable. Data-driven companies recognize that success is achieved iteratively. Successful organizations expect to be at this for a while. They focus on the long-term.

As many as 85% of companies want to have a digital Supply Chain in place within five years. But companies’ roadmaps often only have a three-year horizon. And all the disruptions of the past few years have only intensified the short-term focus (3).

5. Decide whether it is optimization or transformation

Many companies confuse digital optimization with digital transformation. As an example of digital optimization, you have retailers which implement technologies where you can shop without physically having to pay at checkout. Instead, smart technology registers what they take off the shelves and the amount is debited automatically. This is not a new business model, so it’s not a digital transformation.

Companies that enable consumers to use an app to order groceries for home delivery have introduced a new value proposition that can help them to attract new customers. This could even be linked to a new revenue model, such as a subscription. This is indeed a new business model, and it also has a major impact on the Supply Chain. The key question here is, what do you want to achieve – digital optimization or digital transformation?

New technologies can help to reduce costs because they allow for example planners to create a schedule faster. They can also be used to improve the quality of decisions or to plan things that were impossible to plan in the past. The key thing to do though is to determine where you currently stand in terms of maturity and which steps you need to take to improve it.

With inspiration from:

Reducing Emissions in the Supply Chain is Crucial to Tackle Climate Change

Climate change is the biggest challenge of our time. To meet the Paris Agreement and limit global warming to well below 1.5 degrees, there is an urgent need to decarbonize global emissions. This has been a well-established fact for several years. And when it comes to driving global change, companies of all sizes have an important role to play.

As a result of the increased focus on sustainability in recent years, expectations on companies to monitor and reduce their environmental impact have also increased drastically. We have, therefore, asked 400 Nordic companies how they work with these issues. Our study shows that most companies (two out of three) already measure and report at least one out of the three Scopes of greenhouse gas emissions. But many seem to underestimate the share of emissions from their value chain (Scope 3 emissions).

Emissions from the value chain account for more than 70 percent of a company’s total greenhouse gas emissions. Underestimating the share of Scope 3 emissions thus imply a risk in a company’s way towards reduced emissions. This is something that needs to be highlighted to drive change on a large scale. Focusing only on emissions from the own operation is not enough. Rather, companies can improve their climate footprint substantially by optimizing their supply chain.

In our first-of-a-kind report, we have taken a closer look at how Nordic small and medium-sized companies (SME:s) and large companies within different sectors work with targets for eliminating greenhouse gas emissions, what Scopes of emissions they measure and report, and how they work to reduce emissions from their value chain. We have also collected our best advice on how to create a more sustainable supply chain.

Some of our Key Takeaways from the report

  1. More than four out of five Nordic companies have set sustainability goals that they work towards.
  2. Up to half of Nordic companies have set a target for eliminating emissions.
  3. Four out of five Nordic companies with a target for eliminating emissions plan on doing so within the next ten years.
  4. Large companies are more likely than SME:s to set targets for eliminating emissions
  5. There is a clear similarity among the Nordic countries although they all vary in mindset and focus.

Read about all the findings and more from the report below.

The industrial economy is coming to an end and a very different economy is emerging – with new technologies, new business models, new roles, and a new mindset. The next economy will be focused on solutions, that are constantly changing and reconfigured in response to end users’ changing needs. A shift that is also driven by a mixture of the necessity to become sustainable and rapid technological development. What will this mean to the Supply Chain?

 

A new underlying logic for running the business

In the 19th and 20th centuries, the machine was a metaphor for society. Industrialization was based on automated, mechanical mass production, and capitalism with its focus on money and growth was the underlying logic of the economy. Then came computers, and with digitization came an economy that was based on bits and information – increasingly virtual and detached from the limitations of the physical world. The next transformation is moving toward a technological paradigm characterized by living systems and biology, which can support our well-being in the future in a stable and sustainable way. We will mobilize biology to deliver what we currently produce with fossil energy, chemistry, and mechanics.

 

Three connected transitions

According to Peter Hesseldahl, journalist, and author of the book “When technology comes alive, and life becomes technology” we will see three connected transitions when transitioning to the future.

  • Our relationship with technology: New powerful technologies like artificial intelligence and biotechnology will change humans’ relationships with technology.

  • Our relationship with nature: Our relationship with nature and the ecosystem must change from domination to partnership.

  • Our relationship with each other: At the same time, we are leaving the industrial society and logic and moving towards a new economy based on other values than just money, and in which the distribution of power and wealth must be renegotiated.

The whole idea or basis for the above three transitions is, that they must turn out well for the entire transition to succeed in creating a thriving world.

Supply Chain to be seen as a living system

Digitization is reshaping the fundamentals of the Supply Chain. It changes the culture to one which is more adaptive, resilient, innovative, and customer-centric. The organization must be seen and function as a living system – not just a mechanical one.

Living systems are ecosystems. There must be a balanced interaction between the many different parts of the system, otherwise, it will collapse. If one wants to thrive in the long run, one must ensure that all other elements of the system thrive as well. Therefore, concepts such as circularity, resilience, and regeneration become essential. There is a wide range of characteristics and principles that recur in all living systems. Often, they are almost the opposite of the rules of the game we have created in the mechanical and digital economy. Also in the Supply Chain, as well as in the business in general, we must start acting in accordance with the principles of ecosystems.


Principles for re-imagining

How can we learn from how living systems work and use them as principles that are relevant to guiding and shaping the future approach? Here are a couple of examples that can help you re-imagine the Supply Chain in the living economy:

Example 1: Resources kept within the limitations of the ecosystem

An organization cannot function in isolation. It is supposed to be in constant interaction with the environment. The world consists of interconnected and interacting systems. Just disassembling and examining individual components will not provide an understanding of the relations and interactions. That could potentially mean that the Supply Chain must be configured within the limitations of the ecosystem. As opposed to today where resources are seen as abundant and inexhaustible.


Example 2: Ecosystems are circular

The waste from one process becomes raw material in other processes. An ecosystem consists of a multitude of creatures and organisms, each evolved to play a specific part in the vast streams that transform materials and energy into everchanging forms. It is a balanced interaction where everyone plays a part so as not to break the chain.

It would most likely mean an end to mass production and standardized solutions. Instead, it is time to invent instances- solutions for specific contexts. It will also mean an end to scaling and providing similar solutions to the whole world. We will see more diverse, decentralized, and local solutions. Manufacturing, and running of the operations in general, will be done on flexible platforms as opposed to fixed platforms, as we see it today.

Example 3: Reconnecting with each other is key

On the more social side, we will see an urge to reconnect with each other – and nature. An economic model where one simply gobbles up nature and spits out the waste is not sustainable- and likewise, an economy that consumes people to create money is not a durable strategy. The system needs to be balanced to create long-term well-being for everyone. We will hence see an urge to regain individual freedom to compete and create but in a new format expressed as responsibility and accountability. Humanity, empathy, and creativity are crucial competencies.


Welcome to the living economy

So, as mentioned in the beginning: The industrial economy is coming to an end and a very different economy is emerging – with new technologies, new business models, new roles, and a new mindset. The next economy will be focused on solutions, that are constantly changing and reconfigured in response to end users’ changing needs. It is also an economy shaped by very strong demands to reduce CO2 emissions and impact on the environment. It is a highly complex economy, which connects large numbers of players by using extreme amounts of data.

Interestingly, all of this leads to solutions that can best be described using mechanisms and concepts found in biology and living systems: Ecosystems, circularity, balance, feedback and tipping points, and adaptability. This has implications for Supply Chains, production, retail, and recycling: Atoms – physical products and materials will increasingly become local. Bits and data will be global.

Source: With inspiration from Peter Hesseldahl’s  “When technology comes alive, and life becomes technology” published in Mandag Morgen and as a book.

Peter Hesseldahl is a journalist and editor of digital transformation at Ugebrevet Mandag Morgen – a weekly Danish business magazine. As an in-house futurist, Hesseldahl has previously worked with trends, scenarios, and strategies for LEGO and Danfoss. He has also consulted extensively on future issues for ministries and large companies such as BNP Paribas and Shell. Hesseldahl is the author of 7 books, most recently “Transition to the Future. When technology comes alive, and life becomes technology”.

For many decades we have understood disruption from technology and feared the changes disruption requires of us. For only a couple of years, however, have we understood that disruptions today, happen faster and faster, and from places, we never even knew existed. The question is: what are we disrupting for?

Supply Chain volatility has increased

It is obvious to everyone. The Supply Chain is changing. Changes that have the potential to change the entire business. The technological advances that we have seen over the past several decades have finally driven us to a tipping point. We are now on the precipice of a fourth industrial revolution that will truly transform business and all stakeholder relationships. The push toward the fourth industrial revolution has accelerated over the past two years. Not only are technological advances occurring at a fast and furious rate, but the level of volatility in the Supply Chain has also increased.

Persistent challenges from increasing customer demands, disruptive competitors, and economic fluctuations make the optimization of Supply Chain designs harder. Various megatrends mean that Supply Chain complexity and risk are growing. Decision-making speed and quality need to increase to enable faster recovery from disruptions. At the same time, there is a need to handle real-time data and complex business requirements across multiple networks – and balance risks and trade-offs.

Need for new capabilities across all timeframes

In the face of these raised levels of volatility, we have no choice option but to lead transformative changes to reach a Supply Chain Future-Fit stage. Simply going through the motions of change is no longer an option. Companies that make changes simply to make them – without having the desired endpoint in mind or following a systematic process will never achieve success.

The only way forward is to change most if not all the settings in the company at both the human and technical levels. Achieving a highly resilient company that can grow and prosper in todays’ uncertain environment will require new advanced capabilities across both the strategic (two to five years), tactical (one to 24 months), and operational (one to 30 days out) timeframes.

Reimagining the Supply Chain is key

The challenge is to achieve the ideals of fully integrated, efficient, and effective Supply Chains capable of creating and sustaining competitive advantages. Downward cost pressures must be balanced as well as the need to manage effective ways to manage the demands of market-driven service requirements. At the same time, there is a need for a resilient and transparent Supply Chain.

It could potentially mean reimagining and reconfiguring the network in terms of capacity, sourcing mix and location, manufacturing capacity, and location. It could potentially also mean adding to their classical S&OP processes a tactical scenario testing capability to be used during times of serious disruption. In other words, when conventional forecasting processes become unworkable and unreliable, it will allow the company to become more agile and resilient. Supported by end-to-end visibility and the ability to make decisions fast. Fast decision-making enhances the resilience of the entire company.

Technologies such as AI are transforming how decisions are made. More people no matter what their roles are can now have real-time access to the information and perspectives that they need to do their job. As a result, individuals and teams will be better able to manage themselves, work together, and the types of decisions without the involvement of management. Companies will not need to organize themselves in the traditional way. I.e., there is no need to ensure that decisions are aligned around its goals because that happens automatically.

The Supply Chain to be seen as a living system

Digitization is re-shaping the Future-Fit Supply Chain. It changes the culture to one which is more adaptive, resilient, innovative, and customer-centric. In other words, an organization that functions as a living system – not just a mechanical one. What’s standing in the way?

According to an article written by John Gattorna and Pat Mclagan in Supply Chain Quarterly, under the title: Supply Chain, the platform for driving true business transformation, three powerful mindsets continue to sustain the norms and behaviors that drive old cultures. Command and control relationships, silo identities, and the application of engineering approach. These powerful mindsets work against creating an environment that fosters initiative-taking, creativity, cooperation, and rapid problem-solving. These mindsets belong to the early 1900’s when the goals were efficiency and control, and people were viewed as machines whose behavior had to be controlled.  

Supply Chain executives must change their mindsets

Supply Chains are in a powerful position to drive this deep transformation in both the hard (structural and technical) as well as the soft (human and cultural) dimensions of the business. This is because they are the focal point for the artificial intelligence/digital/internet of things disruption. They contain and control the main activities that add value for the customers, and account for about 80% of the business costs and associated risks.

The challenge is often that Supply Chains are marginalized, lacking representation in the c-suite. Supply Chain leaders must become active change agents for both their end-to-end value streams and the overall business that supports them. Supply Chain leaders will need to develop new decision-making capabilities, transform their Supply Chain organizational structures, and get rid of old, non-productive mindsets. Most importantly though they must make sure to understand what they are disrupting for.

With inspiration from: Supply Chains, the platform for driving true business transformation brought in Supply Chain Quarterly Q4, 2021. Page 44 and onwards.

This year Earth Overshoot Day will be (or was) July 28th. Every day after, we’re stealing from future generations. 156 days. That’s how many days, this year, we are going to be stealing from future generations, unless we have the courage to do something about it. 
 
This year’s (2022) overshoot day will fall a day earlier than last year. This is the day by which humanity has used up all of the biological resources that the Earth generates during the whole year. So every day after – 156 in 2022 – we are in planetary deficit, using up resources that won’t be regenerated.  Put in a different way, in 2022 we’re on track to use 75% more resources than the world’s eco-systems can regenerate, equivalent to “1.75 Earths”. This deficit spending is the biggest it’s been since the world entered into ecological overshoot in the early 1970s.

What can and should be done? A fundamental mindset shift is needed to build Supply Chains and businesses that are fit for the future. It does also require a different mindset in terms of leadership to get us there. In this blogpost, we will have a look at how you develop your approach to Supply Chain Sustainable Leadership.

Let’s start by having a look at what we know about the Nordic companies.

What we know about Nordic Supply Chains

Around 80% of all Nordic firms have sustainability goals that they work towards.

Danish firms are best in the Nordics on setting a target on eliminating GHG emissions from their businesses (64%), followed by Sweden (57%), Finland (47%) and Norway (42%).

Although Norway lags behind when it comes to setting a target for reducing GHG emissions, the Norwegian firms that have a target also have the most ambitious time frame. 83% aim to reach their target within the coming ten years. The corresponding number in Denmark and Sweden is 81%. Finland lags behind on 64%.

It is most common that Nordic companies measures and report Scope 1, 2, and 3 emissions. Nordic companies include GHG emissions from transport and distribution, purchase of goods and services, waste management, and fuel and energy when measuring and reporting Scope 3. Companies that do not measure and report Scope 3 state that it is too costly and time-consuming, that they lack knowledge of how to do it, that their value chains are too complex with many suppliers, and that their customers do not demand it.

The key question is: How do Nordic companies make sustainable progress?

Ambitions are key

We have come a long way since 1970 when Milton Friedman became known for saying “The business of business is business”. We have by now acknowledged that companies play a vital role in social, political, environmental, and economic aspects of society and in the development of planet earth.

The hard truth is that the CSR and net-zero initiatives simply don’t go far enough. We now know that climate change is exponential: the worse it gets, the faster it goes. And when these approaches have the unintended consequence of lowering ambitions, masking incrementalism and letting companies off the hook for the speed and scale of change truly needed, they are actually part of the problem. 

It’s time we stop satisfying ourselves with insufficient and frankly timid ambitions that don’t meet the challenges at hand. If we are to once again live within our planetary boundaries we must divert the best of human ingenuity and collaboration towards transforming the systems by which we produce, use and consume.

Top leadership commitment is key

A company can plan for sustainable development and can continue to do with and without the consent of everyone working for the company. For sustainability really to have an impact it must be fully integrated into the company. This means that it must be a core part of the company’s DNA. The employees must, at the end of the day also need to understand and want to work with the integration of sustainability, otherwise, nothing happens.

A survey completed in 2010 made by the Network for Business Sustainability showed, that the top leadership engagement is the key factor for integrating sustainability. The employees are much more reluctant to show sustainable performance or act sustainably if the top leadership is driving the change. The survey showed that it outweighed personal values or individual environmental interests.

Purpose plays a vital role

Over the past 50 years, the predominant purpose of running a business has been to generate financial returns for the benefit of shareholders. When customers, resources, and the society that companies depend on suffer from inequality and environmental impact, the only right thing to do is to create a purpose-driven business.

Purpose-driven companies create value, not only for the shareholders but also for the stakeholder groups, including customers, suppliers, local communities, and employees who are engaged in the company. Does this mean that companies do not have to make money? No. The company can only thrive in a strong society, but that also applies the other way around.

Supply Chain plays a significant role in executing the strategy both in terms of employee involvement and commitment, cooperation with the ecosystem, and processing of the product portfolio. Supply Chain has historically been measured by its ability to keep costs as low as possible while providing profitable customer service.

 

Quite impractical, being purpose-driven means that additional stakeholders must be taken into account in the decision-making processes. This also means that the Supply Chain must not only think about delivering the product but they must to a large extent also think about how the product is delivered throughout the value chain. 

Employees demand purpose. Questions like: Why is the company working with sustainability? Supply Chain sustainability? How is it or will it be integrated into the business as well as what it exactly means for the company to achieve sustainable business results? Which activities will the company initiate and how will the company honor progress?

Key questions guiding your sustainable leadership approach

  • What are the company’s visions for employee engagement in the sustainable agenda? What are the key targets internally as well as the key story externally?
  • Where is the company’s vision for sustainability born and who owns it in the company – and perhaps also in the Supply Chain organization?
  • How can the employees take on responsibility for driving the sustainability agenda? What would the company like to achieve by their engagement?
  • How do you ensure that all relevant employees get engaged in the agenda?
  • Which governance processes and structures would need to be put in place to motivate and structure employee engagement in the sustainability agenda?
  • Who is responsible for securing progress?
  • Which tools could possibly support us in supporting employee engagement?
  • How do you ensure that the effort the employees contribute with is turned into something more tangible?

With inspiration from: Forretning for fremtiden, Succes med verdensmålene, Kristoffer Nilaus Tarp and Erik Thomas Johnsen, page 204

Around two thirds of all Nordic companies are working actively (albeit to varying degrees) with sustainability, Supply Chain sustainability, world goals, climate, etc. (1). Thus, many companies are still yet to adopt the sustainability agenda fully. There can be many reasons for this. It has not yet dawned on everyone that sustainability is here to stay. 

What barriers are there in companies? Some companies are afraid of being accused of and caught out greenwashing. Some people mistakenly think they have to work with the entire sustainability agenda – e.g., all 17 UN sustainability goals at once. But they should not. They only need to work with the sustainability goals relevant to their business. Some also think it is very expensive. But sustainability is an essential investment in the future of the company. In attracting and retaining employees in a time of significant labor shortages, meeting current and future legal requirements, etc. It is timely care.

Understand the planetary boundaries 

We must learn to understand the planetary boundaries of our Supply Chains. The planetary boundaries provide us with a quantitative framework within which humanity can continue to evolve and thrive in future generations.

It may sound a bit flippant to use the term “planetary boundaries,” but it is an expression of the three environmental crises unfolding; temperature rises, pollution, and loss of biodiversity. Awareness and understanding of the planetary framework are central to ensuring the right decisions.

Understanding the effect of a company’s Supply Chain on the planetary framework requires data-driven work and analysis. One must understand the entire value chain’s CO2 emissions, water consumption, and waste volumes. In other words, one must understand sustainability in a broader sense.

Cascading sustainability down through the Supply Chain

In 2022 Optilon will publish a report based on a study about how the surveyed companies work to cascade green, sustainable initiatives down through their Supply Chains at a Nordic level.

A study on a more global level, ‘Engaging the chain: Driving speed and scale, CDP Global Supply Chain report 2021’, shows that companies often restrict their work with sustainability to their part of the Supply Chain. Given that emissions outside one’s own Supply Chain are measured to be more than 11 times as large as one’s own emissions, it’s imperative to focus on the entire value chain.

It is very difficult to reach all the way out. The figures show that 71% of the companies in the survey work with scope 1 emissions, 55% work with scope 2, and 20% work with scope 3. In other words – the companies have so far only worked with a small part of the total emissions. (2)

The goals must be science based

One of the major drivers is that financial institutions and investors are increasingly focused on how companies manage their environmental risks and opportunities. In other words, how they respect the planetary framework.

It is no longer enough to set ambitions and goals that are not science based. Increasingly companies are joining the Science Based Target Initiative (SBTI). The fact that so many companies embrace the SBTI puts increasing pressure on the companies that have chosen not to go in this direction. Basically, the initiative is about setting Science Based Targets (SBT) that are in line with a 1.5° future (keeping total global warming below 1.5° temperature rise. Of the companies surveyed, 2.5% have Science Based Targets in place (2).

The challenge is that it can often take many years to set the right goals and take the right actions. Therefore, there is also a need for more people to commit to SBT and start work now – and not tomorrow.

Need for speed and scaling of supplier collaboration

Out of 11,457 companies surveyed, 28% say that they have launched “low carbon” initiatives (2). To accelerate the companies’ focus on sustainability in Supply Chains, there is still a need to develop new procurement processes, train purchasers, and create greater collaboration with suppliers and stakeholders (the supply ecosystem). When it comes to utilizing technology, it is about finding solutions for setting better goals and being able to follow up on them. One possibility is to use simulation tools (e.g., digital twin solutions) to identify effective options for reducing emissions in a complex environment at a detailed level.

More and more companies are looking at their suppliers’ data as part of their environmental performance. It turns out that 28% of suppliers have launched plans for the green transformation, so there is enormous potential. 38% have launched initiatives with their suppliers. 62% have thus far not started work with their suppliers, which is exacerbated by the lack of suitable measurement results (2).

90% of the companies surveyed are prepared to work to a much greater extent with their suppliers, and 35% are ready to incorporate performance targets in their procurement processes or supplier Code of Conduct (2).

Life cycle analyzes are important

66% of the companies surveyed answered that life cycle analysis is one of the most essential tools for promoting the green agenda. Today, only 2% of respondents can report their emissions at the product level. Raising this level requires standards, the development of new methods, data exchange with suppliers and partners, and technologies that can help support companies (2).

In summary, it can be concluded that many companies have not yet initiated the change in their Supply Chain that is needed to lift us out of the three environmental crises. As Steen M. Andersen (1) points out in Børsen, there is a growing awareness in Denmark of the UN’s world goals, and there is communication about the companies’ focus on the various world goals, but this is not yet translated into, Science Based Targets. There is still a need to think about the entire supply ecosystem, develop new procurement processes, train purchasers and create greater collaboration with suppliers and stakeholders.

Sources:

(1) Børsen Bæredygtig, Bæredygtighed og erhvervslivet – hvad holder nogle tilbage, Af Steen M. Andersen, Direktør, FCG Global Goals, Tuesday, March 1, 2022 https://borsen.dk/nyheder/baeredygtig/baeredygtig-debat/baeredygtighed-og-erhvervslivet-hvad-holder-nogle-tilbage
(2) Engaging the chain: Driving speed and scale, CDP Global Supply Chain report 2021, (February 2022) https://cdn.cdp.net/cdp-production/cms/reports/documents/000/004/811/original/CDP_Supply_Chain_Report_Changing_the_Chain.pdf?1575882630

Facts:

Scope 1: Direct emissions due to vehicles, fuel consumption, and / or chemical leakage

Scope 2: Indirect emissions due to purchased electricity, cooling, heating, and / or steam

Scope 3: Other indirect emissions that occur in a company’s value chain and are not already included in scope 2 (such as emissions from purchased goods and services, transport, or business travel)

The Unnecessary Report 2021 once again shows and enormous and unutilized potential for Nordic companies – every fifth stock item is unnecessary. More than a fifth of the inventory is unnecessary for Nordic companies, according to a new report released by Optilon. The average company has an untapped potential of EUR 48 million – which could instead be invested in more growth-promoting purposes. The total figure for the Nordic region’s 400 largest companies amounts to EUR 19 billion.

Effective inventory management and optimization can have a major impact on a company’s profitability. Optilon’s newest publication The Unnecessary report 2021 – which has studied 400 different companies across the Nordics show, that 22 percent of the items in stock are unnecessary for the average Nordic company. This means that they have more goods in stock than they need. 

Removing an unnecessary item from the warehouse means not only less tied-up capital, but also less warehouse space, reduced distribution and administration costs and obsolescence. By addressing this and implementing effective inventory management and optimization the average company among the Nordic region’s 400 largest companies will be able to gain around EUR 48 million. Supply Chain has perhaps never been more important. The covid-19 pandemic and the prevailing macroeconomic situation have demonstrated the importance of robust and sustainable supply chains. Having fewer but the right articles in stock gives you more optimization power as a company. You free up capital at the same time as you reduce costs and increase your revenue.

Effective inventory management is an underestimated success factor. It is one of the single biggest measures you can take as a company to maximize your competitiveness. It simply ensures that the resources are used in the right way and where they generate the most value.

The mind creates our behavior. Our behavior shapes the people we lead. And the people we lead create the culture in our organization and hence determine its performance. If one wishes to increase the total performance, it is important to show care for people as a part of the business strategy. Thus, the people one has employed will feel an interconnection, a meaning and a feeling of happiness.

The initiatives of companies with regards to increasing commitment and productivity was traditionally oriented towards external ways of satisfaction, such as bonusses, trips, dinners etc. These are short-term solutions that only work for limited amounts of time. The efficacy is often decreased. It does not create motivation. If we, as Supply Chain leaders, intend to develop organizations that prosper, we need to understand what really matters for people. Employees that return home daily, with a sense of satisfaction, will want to return and perform – focus on the challenges, and work determinedly and hard.

Delve into the culture

First and foremost, you must, as a leader, be a role model and impel the correct behavior. Cultures shape organizations. Cultures are not inherently visible, but they are powerful. The culture is created, maintained and expressed through the many different mindsets, that comprise any and every organization.

The culture is embedded as feelings, values and principles, and these are all unconscious. We cannot see them, and most of the time, we have no idea that we’re affected by them. This means that we all partake in the creation of a culture, that we are a part of, but often using unconscious values and behavioral patterns.

As Supply Chain leaders, the responsibility of shaping the organization’s culture rests on our shoulders, due to human brains being programmed to see and respect hierarchies. The human brain is designed to understand where we fit in, within social structures, and to support those who seem dominant.

Focus on the health of the company

Human-oriented organizations put people first, since it is the people that make the company successful. This is why the companies, and by virtue of this, also the board of directors, should focus on the health of the company instead of the wealth of the shareholders. Only by doing this, one can recover the trust of the employees, and thereby attain a long-term, sustainable performance.

If we lead with the purpose of helping people create an immanent feeling of happiness, meaning, interconnectedness and contribution regarding their job, they will go home every day with a feeling of satisfaction. If we, as Supply Chain leaders, create an environment where the employees feel genuine care for their well-being, where we actually are present, they will become more motivated, more enthusiastic, and more cooperative team members.

The establishing of more human-oriented cultures is the most logical answer to the current organizational crisis, entailing decreasing commitment of employees and the widespread, negative occupational satisfaction.

I remember being a fresh student, 17 years old at my High school’s newly introduced cooperation with a global German company with its Nordic headquarters in my birth town just north of Stockholm. It was a unique chance to study subjects once a week that were set to plant the seed for us students to pursuit a career within the technology field, and perhaps one day, an employment at this specific company. One of the courses that made an impression was the Project Management course. The first day we learned that a Project Manager is responsible for everything in a project. He or she could never blame downwards on the team members. Essentially, he or she was not just the accountable, but also in a way responsible for the work of each team member. Now coming from this type of doctrine, which I did not reflect upon very much at the time, and given that it was a German company, it is very different from what we are used to in Nordic originated companies.

During some of my first employments after finishing university, I got to experience this difference right from the start. In comparison to what I had previously been taught at the German company, many project managers seemed to be less authoritative and often had a very consensus-based leadership style. Although intuitively it might seem like a negative feature, this leadership style is not always bad. From my own point of view, I felt that the responsibility for being creative and taking initiatives was shared with all project team members, including the Project Manager. This created one of the pros. The biggest con on the other hand, was that sometimes this shared responsibility could create a vacuum in responsibility as there was a lack of understanding of what was expected from each team member. In some projects it felt like I together with my team members were driving, planning, executing, and overseeing the project, even though none of us at the time were the Project Manager. We had become both responsible for the work that was to be executed, as well as accountable for the outcome of the project. Something that would never have been accepted in the German company.

So that brings a question: how can we fully use the power of a consensus-based leadership style with its pros, without having to deal with the cons?

A few years back, to improve Optilon’s delivery model, we nailed down the culprit of the matter. We discovered it was the lack of guidelines describing what the responsibilities of each team member (including Project Manager and Account Manager) really was. The answer to the above question became the following: Define a Responsibility map. A responsibility map clearly states who is responsible for what, regardless of project or role in the team. To aid every project team we created a template of the responsibility map to be used as a standard tool in each delivery.

To make things clearer, we also decided to introduce the word Accountability into this template as a complement to the word Responsible. Since both Accountable and Responsible translates to the same word “Ansvar” in Swedish, the importance of accountability risked being left out.

The result: we combined the best things from two worlds. We now have a hybrid by combining the way of the German company and the Nordic consensus-based way. Now each project has a clearly defined picture of the responsibilities and accountabilities of each project member. Not all team members will have accountability, but in larger projects some will. Although never directly to the client, but to the Project Manager who in turn has it to the client. This means that team members will never have to find themselves acting as an interim or substitute Project Manager, and in instances of project uncertainties it will all travel in one direction – up-streams to the Project Manager.

We can see that this approach has helped us streamline our projects to be more consistent in planning and execution. This assures a higher success rate when helping our clients with all their different Supply Chain endeavors.

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