1. Understand the Complexity of Existing Logistics and Supply Chain
2. Criticality of Center of Excellence and Relevancy
3. What is Adaptive / Responsive Supply Chain Management

DOCUMENT DESCRIPTION

This is the first presentation in a 3-part series on the "Centre of Excellence (CoE) for a Smarter Supply Chain," based on the academic research of Dr. Lai Ving Kam.

This SCM sub series discusses the following steps for establishing a successful supply chain centre of excellence:

1. CoE readiness assessment
2. Executive sponsorship and guidance
3. Good analytical tools
4. Bring core CoE team members together in one place
5. Career path for CoE team members
6. Know when to call in reinforcements

Center of Excellence (CoEs)
A strategic, cross-functional and global team that
- Facilitates organization to synchronize / complement all the business sustaining competencies
- Ensures a progressive environment is optimally constructed, performing, and supportive of changing requirement s

Establish organization-wide constant renewal and enhancement of pertinent conceptual, definitions, calculations, business rules
-Eliminate indecision, procrastination, confusion in strategic analysis

Encourage business sustainability
-Migrating reporting capabilities to the business users
-Promoting digitalization and Internet of Things in making on-demand data in decision making supporting system a reality

Significant business change and fluctuating levels of complexity make it extremely intricate for global companies with multiple, independent supply chains to achieve internal supply chain alignment across divisions.

On the outset, centres of excellence may sound like a universal remedy for supply chain management challenges as it lead the company in the right direction.

However, although they have provided significant value for some companies and their supply chains, they have proved less useful for others especially with the globalized market environment.

The decision to adopt a CoE strategy therefore comes with a few notable caveats, and ensuring a CoE's long-term viability and sustainability requires some candid self-analysis as well as proactive change management.

When done right, a CoE can be a valuable asset that produces long-lasting benefits. This review will discuss the various steps for establishing a successful supply chain Centre of Excellence.

ABOUT THE AUTHOR

Dr. Lai Ving Kam has a PhD in Transportation and Logistics is an Associate Professor and Head of Programme for Logistics and Supply Chain Management. He has 45 years of full P&L leadership experience managing Global MNCs.

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