What is SUPTOR®?
Supply chain is the vascular system of the business enterprise. Despite the centrality of service, the extreme “technology orientation” of the function has robbed it of the “human element”. Supply chain is now constituted as a composite of numbers, parameters, graphics, software and ERPs. Moreover, modern day thinking pays lip service to the topic of supply chain organisation. SUPTOR® firmly believes in the primacy of the human element of service. SUPTOR® provides a comprehensive assessment of the quality of service embedded within your supply chain function, and measures it along five dimensions that represent the varied recipients of this service. In addition, SUPTOR® unearths deep seated mindsets with regards to the roles played by the “human element” and the “supply chain organisation”.
Despite the centrality of service, the extreme “technology orientation” of the supply chain function has robbed it of the “human element”. Supply chain is now constituted as a composite of numbers, parameters, graphics, software and ERPs. SUPTOR® firmly believes in the primacy of the human element of service in supply chain. SUPTOR® provides a comprehensive assessment of the service quality of your supply chain function, measured along its constituent five dimensions. In addition, SUPTOR® unearths deep seated mindsets regarding the roles played by the “human element” and the “supply chain organisation”.
Despite the centrality of service, the extreme “technology orientation” of the supply chain function has robbed it of the “human element”. Supply chain is now constituted as a composite of numbers, parameters, graphics, software and ERPs. SUPTOR® firmly believes in the primacy of the human element of service in supply chain. SUPTOR® provides a comprehensive assessment of the service quality of your supply chain function, measured along its constituent five dimensions. In addition, SUPTOR® unearths deep seated mindsets regarding the roles played by the “human element” and the “supply chain organisation”.
Despite the centrality of service, the extreme “technology orientation” of the supply chain function has robbed it of the “human element”. Supply chain is now constituted as a composite of numbers, parameters, graphics, software and ERPs. SUPTOR® firmly believes in the primacy of the human element of service in supply chain. SUPTOR® provides a comprehensive assessment of the service quality of your supply chain function, measured along its constituent five dimensions. In addition, SUPTOR® unearths deep seated mindsets regarding the roles played by the “human element” and the “supply chain organisation”.
Why worry about “human service element”? Why get SUPTOR®?
Supply chain is the function that bears the responsibility of providing service to a whole host of entities that are outside and within the enterprise. How ironic therefore that the function has evolved to become a faceless entity constituted by networks, algorithms and ERP softwares. Just as supply chain has lost the people element, so also has it lost the deliberations on its organisation. The topic of supply chain organisation is seen mostly as an expedient means to get organisation leverage. Get SUPTOR® to shake off the technology-heavy view of the supply chain function, to reach out to the more conventional model of supply chain service, to build back the lost qualities of human endeavour and overreach, and to deliberate with impact on the design choices of the supply chain organisation.
Supply chain is the function that bears the responsibility of providing service to external and internal constituents. How ironic therefore that it has evolved to become a faceless entity constituted by parameters, networks, algorithms and ERP softwares. Moreover, the topic of supply chain organisation is seen mostly as a means to get organisation leverage. Get SUPTOR® to shake off the technology-heavy view of the function, to reach out to the more conventional model of supply chain service, to build back the lost qualities of human endeavour and overreach, and to choose from the design choices of the supply chain organisation.
Supply chain is the function that bears the responsibility of providing service to external and internal constituents. How ironic therefore that it has evolved to become a faceless entity constituted by parameters, networks, algorithms and ERP softwares. Moreover, the topic of supply chain organisation is seen mostly as a means to get organisation leverage. Get SUPTOR® to shake off the technology-heavy view of the function, to reach out to the more conventional model of supply chain service, to build back the lost qualities of human endeavour and overreach, and to choose from the design choices of the supply chain organisation.
Supply chain is the function that bears the responsibility of providing service to external and internal constituents. How ironic therefore that it has evolved to become a faceless entity constituted by parameters, networks, algorithms and ERP softwares. Moreover, the topic of supply chain organisation is seen mostly as a means to get organisation leverage. Get SUPTOR® to shake off the technology-heavy view of the function, to reach out to the more conventional model of supply chain service, to build back the lost qualities of human endeavour and overreach, and to choose from the design choices of the supply chain organisation.
Who will benefit from SUPTOR®?
Chief executives benefit from SUPTOR® due to enhanced supply performance and tighter collaboration between functions, all leading to higher sales achievements. Heads of supply chain functions benefit in several ways. First, rejuvenating the human element of service adds materially to the function’s technology-oriented view. Second, thoughtful deliberations on supply chain organisation lead to design choices that are aligned to the function’s strategy and operations. Third, the benefits accrue from better collaboration driven by a surge in “emotional quotient” (EQ) and “relationship quotient” (RQ). Manufacturing and sales functions benefit from raised performance of inbound and outbound respectively. The supply chain professional benefits from greater latitude for personal expression and enhanced self-worth.
Chief executives benefit from SUPTOR® due to enhanced supply performance. Heads of supply chain functions benefit in several ways. First, rejuvenating the human element supplements the function’s technology-oriented view. Second, deliberations on the organisation lead to design choices aligned to the strategy and operations. Third, better collaboration results from the surge in “emotional quotient” and “relationship quotient”. Sales and manufacturing functions benefit from inbound and outbound performance. Supply chain professionals benefit from greater expression and self-worth.
Chief executives benefit from SUPTOR® due to enhanced supply performance. Heads of supply chain functions benefit in several ways. First, rejuvenating the human element supplements the function’s technology-oriented view. Second, deliberations on the organisation lead to design choices aligned to the strategy and operations. Third, better collaboration results from the surge in “emotional quotient” and “relationship quotient”. Sales and manufacturing functions benefit from inbound and outbound performance. Supply chain professionals benefit from greater expression and self-worth.
Chief executives benefit from SUPTOR® due to enhanced supply performance. Heads of supply chain functions benefit in several ways. First, rejuvenating the human element supplements the function’s technology-oriented view. Second, deliberations on the organisation lead to design choices aligned to the strategy and operations. Third, better collaboration results from the surge in “emotional quotient” and “relationship quotient”. Sales and manufacturing functions benefit from inbound and outbound performance. Supply chain professionals benefit from greater expression and self-worth.
Where (in which settings) should you get SUPTOR®?
Get SUPTOR® to instil excellence in your supply chain organisation when you notice any of the following five indications. First, “ERP-surround supply chain”: when the function is constituted of and controlled by ERP. Second, “beleaguered supply chain”: when executives within the function and from adjacent ones view the supply chain organisation as primarily a means of greater control and leverage. Third, “weak supply chain”: when inbound and outbound performance has been consistently poor for a considerable time-period. Fourth, “under-confident supply chain”: when employees within the function are less abled in general and chronically suffer from poor self-worth. Fifth, “conceptually lagging supply chain”: when the concepts of service and its attendant skills have not been deliberated and agreed upon.
Get SUPTOR® when you notice any of the following five indications. First, “ERP-surround supply chain”: when the function is constituted of and controlled by ERP. Second, “beleaguered supply chain”: when executives view the supply chain organisation as means to gain greater control of the organisation. Third, “weak supply chain”: when inbound and outbound performance has been consistently poor. Fourth, “under-confident supply chain”: when employees are less abled and suffer from poor self-worth. Fifth, “conceptually lagging supply chain”: when concepts of service and attendant skills are unclear.
Get SUPTOR® when you notice any of the following five indications. First, “ERP-surround supply chain”: when the function is constituted of and controlled by ERP. Second, “beleaguered supply chain”: when executives view the supply chain organisation as means to gain greater control of the organisation. Third, “weak supply chain”: when inbound and outbound performance has been consistently poor. Fourth, “under-confident supply chain”: when employees are less abled and suffer from poor self-worth. Fifth, “conceptually lagging supply chain”: when concepts of service and attendant skills are unclear.
Get SUPTOR® when you notice any of the following five indications. First, “ERP-surround supply chain”: when the function is constituted of and controlled by ERP. Second, “beleaguered supply chain”: when executives view the supply chain organisation as means to gain greater control of the organisation. Third, “weak supply chain”: when inbound and outbound performance has been consistently poor. Fourth, “under-confident supply chain”: when employees are less abled and suffer from poor self-worth. Fifth, “conceptually lagging supply chain”: when concepts of service and attendant skills are unclear.
How does SUPTOR® work?
The design of SUPTOR® is based on our proprietary six-part framework called ‘XYPHLOE’. With SUPTOR®, you will undergo the four stages of ‘installation’, ‘engagement’, ‘analysis’ and ‘dissemination’ over twelve weeks. To install SUPTOR®, you mention the indicators of a weak supply chain; provide relevant data related to service performance; outline your view of the treatment of the organisational topic; and nominate research respondents. SUPTOR® then examines the data, interacts with respondents and analyses research inputs. The final output for leadership includes a quantitative assessment of the supply chain’s “human element in service” along its five dimensions, and a qualitative narration of mindsets related to the topics of “human element in service” and the “supply chain organisation”.
The design of SUPTOR® is based on our proprietary six-part framework called ‘XYPHLOE’. “Installation”, “engagement”, “analysis” and “dissemination” takes place over twelve weeks. To install SUPTOR®, you mention the indicators of a weak supply chain; provide relevant data; and nominate research respondents. SUPTOR® then examines the data and interacts with respondents. The final output includes a quantitative assessment of the supply chain’s “human element in service”, and a qualitative narration of mindsets about the “human element” and the “supply chain organisation”.
The design of SUPTOR® is based on our proprietary six-part framework called ‘XYPHLOE’. “Installation”, “engagement”, “analysis” and “dissemination” takes place over twelve weeks. To install SUPTOR®, you mention the indicators of a weak supply chain; provide relevant data; and nominate research respondents. SUPTOR® then examines the data and interacts with respondents. The final output includes a quantitative assessment of the supply chain’s “human element in service”, and a qualitative narration of mindsets about the “human element” and the “supply chain organisation”.
The design of SUPTOR®℠ is based on our proprietary six-part framework called ‘XYPHLOE’. “Installation”, “engagement”, “analysis” and “dissemination” takes place over twelve weeks. To install SUPTOR®℠, you mention the indicators of a weak supply chain; provide relevant data; and nominate research respondents. SUPTOR®℠ then examines the data and interacts with respondents. The final output includes a quantitative assessment of the supply chain’s “human element in service”, and a qualitative narration of mindsets about the “human element” and the “supply chain organisation”.
When during the operating year should you get SUPTOR®?
SUPTOR® is designed for biennial as well as episodic usage. SUPTOR® requires twelve weeks for the ‘installing’, ‘engaging’, ‘analysing’ and ‘disseminating’ phases. When using SUPTOR® on a biennial cycle, we recommend usage during first, third or fourth quarters. Usage during first quarter is advantageous since the research output can have impact on supply chain activities for three quarters of the ongoing year. Usage during third and fourth quarters is advantageous since it aligns with production planning, supply planning and capital budgeting processes for the upcoming year. While SUPTOR® can be used in second quarter, the product is better used at other times. For episodic usage, we do not suggest a timing. Use SUPTOR® whenever you notice any of the five indications mentioned earlier.
SUPTOR® is designed for biennial as well as episodic usage. When using SUPTOR® on a biennial cycle, we recommend usage during the first, third or fourth quarters. Usage during the first quarter is allows the research output to have impact on supply chain activities for three quarters of the ongoing year. Third and fourth quarter usage allows research to align with the production planning, supply planning and capital budgeting processes for the upcoming year. For episodic usage, we do not suggest a timing. Use SUPTOR® whenever you notice any of the five indications mentioned earlier.
SUPTOR® is designed for biennial as well as episodic usage. When using SUPTOR® on a biennial cycle, we recommend usage during the first, third or fourth quarters. Usage during the first quarter is allows the research output to have impact on supply chain activities for three quarters of the ongoing year. Third and fourth quarter usage allows research to align with the production planning, supply planning and capital budgeting processes for the upcoming year. For episodic usage, we do not suggest a timing. Use SUPTOR® whenever you notice any of the five indications mentioned earlier.
SUPTOR® is designed for biennial as well as episodic usage. When using SUPTOR® on a biennial cycle, we recommend usage during the first, third or fourth quarters. Usage during the first quarter is allows the research output to have impact on supply chain activities for three quarters of the ongoing year. Third and fourth quarter usage allows research to align with the production planning, supply planning and capital budgeting processes for the upcoming year. For episodic usage, we do not suggest a timing. Use SUPTOR® whenever you notice any of the five indications mentioned earlier.
© Copyright 2019 
All rights reserved.
© Copyright 2019 All rights reserved.
© Copyright 2019 All rights reserved.
© Copyright 2019 All rights reserved.