Giv­ing Clients an Ex­tra Edge

Profit­ing through Strate­gic Sup­ply Chain Man­age­ment

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Profit­ing through Strate­gic Sup­ply Chain Man­age­ment

Start­ing a business dur­ing a time of eco­nomic down­turn might seem like a risky move, but for Dr. Ran­dall Mauldin it wasn't as much of a risk as it was a strate­gic play, when he set out to found Jack Quinn So­lu­tions, LLC. The firm was de­vel­oped to help clients max­i­mize ef­fi­ciency through strate­gic in­no­va­tion fo­cus­ing on sup­ply chain so­lu­tions.

“What is sup­ply chain man­age­ment,” Mauldin, Jack Quinn So­lu­tions CEO and pres­i­dent, asked rhetor­i­cally. “Buy­ing the things you need to support your company is part of your sup­ply chain.”

To Mauldin, it is also much more than just the raw ma­te­ri­als and prod­ucts needed to make “stuff.” Sup­ply chain man­age­ment can be mea­sured in a client's re­turn on in­vest­ment. “Our so­lu­tion was for com­pa­nies to look at their sup­ply chain, look at how they are spend­ing money and to do it more de­lib­er­ately, more strate­gi­cally. This in­cludes mak­ing strate­gic buys – not just buy­ing sup­plies on the fly when they ab­so­lutely need them.”

While ex­ist­ing tac­ti­cal or trans­ac­tional ap­proaches may rep­re­sent business as usual for many com­pa­nies, Mauldin said that the strate­gic ap­proach can be seen in the bot­tom line.

“There is soft­ware that can help com­pa­nies do pro­cure­ment bet­ter and faster, but what we are find­ing is that there are a lot of folks who don't un­der­stand sup­ply chain man­age­ment as a strat­egy,” he told The Suit Mag­a­zine. “So even with all th­ese e-sourc­ing tools and pur­chas­ing aids in place, they are still pur­chas­ing in a way that is trans­ac­tional and tac­ti­cal – and not strate­gic and se­cure for the sup­ply chain.”

“E-sourc­ing has re­ally de­hu­man­ized the pur­chas­ing process,” Mauldin added. “Com­pa­nies need to train peo­ple to man­age their sup­ply chains.”

Jack Quinn So­lu­tions of­fers train­ing to help clients bet­ter un­der­stand the pro­cure­ment process, and then be­come cer­ti­fied in sup­ply chain man­age­ment. The firm of­fers a monthly boot camp at lo­ca­tions through­out the coun­try, putting clients through the cer­ti­fi­ca­tion re­view process.

“It is three days and it is very in­tense,” Mauldin ex­plained. “It is eight hours a day for three days, and we just go through the in­for­ma­tion in a way that ham­mers home the most im­por­tant sup­ply chain man­age­ment con­cepts that some­one needs to know – not only to help that per­son pass the test, but to im­ple­ment suc­cess­ful sup­ply chain man­age­ment in their company. It is fo­cused on get­ting peo­ple cer­ti­fied.”

There are good rea­sons for stay­ing on course to­ward ob­tain­ing cer­ti­fi­ca­tion rather than merely be­com­ing ed­u­cated in sup­ply chain man­age­ment. Cer­ti­fi­ca­tion shows business own­ers and ex­ec­u­tives that a company's pur­chas­ing and sup­ply chain man­age­ment meet a pro­fes­sional stan­dard, just like its ac­coun­tants and at­tor­neys must. Con­sid­er­ing that a sin­gle sup­ply chain man­ager can be re­spon­si­ble for spend­ing $24M or more of a company's money, it makes per­fect sense for the CEO to be con­fi­dent in know­ing that sup­ply chain man­agers are fully qual­i­fied through pro­fes­sional cer­ti­fi­ca­tion.

Such a rig­or­ous process not only helps clients find unan­tic­i­pated ways to gen­er­ate ad­di­tional prof­its for their company, but it is also de­signed to in­sure that those go­ing through the boot camp will be­come cer­ti­fied af­ter­ward in sup­ply chain man­age­ment. The clients will be cer­ti­fied, or the firm will pay the re-exam fees. Mauldin em­pha­sized, “We're the only one guar­an­tee­ing th­ese re­sults, and we work with clients un­til they get that cer­ti­fi­ca­tion.”

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