This is the second 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 part 2 of SCM sub series discuss the following items in affirming strong control on maintaining agile and responsive Centre of Excellence for a smart Supply Chain in existing volatile business environment. This sub part covers some of the following matters:

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

? It depicts "the necessity of Centre of Excellence" in a faster changing environment.
a. The top management has to be mindful that they are not only innovates but
also align themselves to innovations of their supply chain partners.
b. Firms must focus on relevancy and currency of the core competencies
c. It looks at the repercussions of rapid product and technology mutations;
d. Higher market volatilities, and the criticality of appropriate systems and methodologies
in delivering market resilience and sustainability are the key concerns.

? Innovation paradigm shift in Global Environment
a. The practices of developing innovations in home-based laboratories and exporting
production processes to the developing world are proving less the norm and also less
successful today.
b. Non-Western firms have become powerhouses of innovations, such as in
telecommunication devices and home appliances. c. The outsourcing of innovation is a reality that every innovation policy has to take into
account.
d. Innovation and Supply Chain are mutually dependence

Thus the need to a new framework in creating CoE in off shore locations

? New Product fulfillment On Demand Loop
a. There is a new recipe in new product introduction with significant different fulfilment
steps and processes.
b. On demand connectivity will fast becomes a reality
c. It moves from reactive to adaptively responsive supply chain
d. The current product lifecycle management has to be drastically improvised.
Significant business changes and fluctuating levels of complexity make them extremely intricate for global companies with multiple, independent supply chains to achieve internal supply chain alignment across divisions.

? Centre of Excellence Ecosystem
a. The article depicts the advantage of CoEs which need a more comprehensive
ecosystem

? CoE Readiness
a. Need forward looking core strategic vision supported with adaptive and responsive
supply chain management
b. Strategic positioning becomes the keyword.

? Human Capital Development in CoEs
a. Constantly assess: Is your organization well equipped with appropriate
Leadership capability in CoEs management?
b. Do you have The "Right" People or the "Right" Organization?
c. CoEs Leadership: Developing an Organization to Deliver the Business Strategy
d. Need to look at The people capability model
e. Tailoring efforts using company's unique needs to yield greatest returns.

The PowerPoint slides cover variety of human capital development to ensure the success
of CoEs . These provide you the leads to further research the various critical factors.

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.