Slowing growth. Shareholder activism. Stalled performance. This is today’s chemical industry reality.
Electric vehicles. Autonomous cars. Shared car ownership through Uber and Lyft. While the automotive industry emerged from the recession with the best balance sheet performance of any manufacturing industry, the future poses new challenges.
Treading water. Fighting to stand still. Today's operations leader feels the pressure. American productivity from the Third Industrial Revolution stalled in 2004. Continuous improvement programs and the focus on efficient, but silo'd processes, within plan, deliver, make and source are not yielding the improvements in the desired goals for operating margin. Stuck, ninety-percent of companies, struggle to improve the portfolio of balance sheet metrics of growth, operating margin, inventory turns and Return on Invested Capital (ROIC). Disappointed, shareholder activism reigns.
I am a quilter. The strongest fabric cut with the least warping is cut lengthwise on the fabric. Cutting across the grain, pieces on the horizontal, give the quilter more flexibility.
The qualities I value in a supply chain leader include a combination of technical skills and emotional intelligence. There are only a handful of people I have worked with in my career so far who really stood out to me as supply chain leaders I admire. Those that did had many traits in common.