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The Trouble Companies Go To For Securing Supply Chain

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The Trouble Companies Go To For Securing Supply Chain

Let me tell a story.

This is a very entertaining story, but that is not the reason I am telling it. It has even greater business value, especially for strategists, and senior executives.

It shows how supply chain security irrevocably altered the fortunes of a company that was a global leader at one time in the then nascent mobile phone industry.

A High Profile Industry

This story is in public domain and involves two behemoths of the mobile phone industry at that time – Nokia and Ericcson. I tell this story in my book THE 5-STAR BUSINESS NETWORK.

Think of the time before Iphone and Samsung phones came along and conquered the supply chains of the industry, and the minds of the users. I tell that story elsewhere.

Here we focus on the simpler times.

An Uncontrollable Event

A seemingly trivial random event, in a remote corner of the world, on a fateful day in March 2000, changed the destiny of the industry. Both Nokia, and Ericcson, the stalwarts in the mobile phone industry at that time, were equally impacted by the same event – a lightening fire in the chip manufacturing plant of their common supplier, Philips, in New Mexico.

Both Nokia and Ericsson experienced business disruption to an equal extent as a result.

Fire Damage To The Stocks Was Extensive

More importantly, the manufacturing capacity of the plant was damaged and it was difficult to estimate the time for repairs.

This is where the events take an interesting turn. Not everyone thinks of supply chain security beyond the physical security of goods in transit. For example only a few people think in terms of continuity of supply.

In fact, all the security experts who have no background in supply chain security fail on this count – they never think deep enough in terms of the layers of supply chain, while they do think deeply in terms of layers of physical security. Look at what happened in our real life story next.

In fact, all the security experts who have no background in supply chain security fail on this count – they never think deep enough in terms of the layers of supply chain, while they do think deeply in terms of layers of physical security. Look at what happened in our real life story next.

Nokia had invested months, if not years, in creating and perfecting a robust and responsive supply chain security, while Ericsson’s business network was relatively a middle-of-the-line affair that worked well when things were good.

Ericcson staff were content to go with the flow, without too much care and worry about this part of supply chain security.

Nokia Sees The Future Before Ericcson, Or Even Philips Does

After the fire, Nokia was able to see the full impact of the chip shortage on its own business, as well as the entire industry with a lot more clarity than Ericsson, and even Philips.

Moving quickly, it activated other parts of its business network to shore up supplies, to redesign some of the chips to manufacture them in other plants, and to take pre-emptive steps in the network.

Ericcson Did Not Move To Secure The Supply Chain; It Lost Out For Ever

Ericsson let the situation evolve at its own pace and made decisions more reactively.

The resulting gain in profitability and market share for Nokia and the loss of these for Ericsson tipped the balance of the industry to an extent where within a few years Nokia pulled far ahead of the Ericsson which never caught up with its erstwhile equal rival.

So, Why Do I Tell This Story?

It does have some anecdotal entertainment value.

But the business value is even higher. Here are some points to ponder:

  1. Supply Chain Security is amulti–layered affair – for the best results organise it as such:
    1. Supply Chain Layers
    2. Physical Security Layers
    3. Virtual Security Layers
  2. A random event can change the fortunes of an industry
  3. Better prepared companies generally wins in such events
  4. You do not need to be perfect, you just need to be better than your competitors
  5. If you don’t work to keep the supply chain advantage, you will lose it in a jiffy:
    1. Ericcson lost out to Nokia
    2. Nokia eventually lost out to IPhone (that is a story, I tell elsewhere in my posts)
  6. Supply chain advantage, when you have it, translates into industry leadership, fat margins and cushy life.
  7. Supply chain security is directly corelated with supply chain advantage. DO NOT IGNORE SUPPLY CHAIN SECURITY.

I could easily turn this above 7 point list into a large magazine article (listicle), but my readership is wise enough to connect the dots themselves, and do not need ot labour through the obvious.

Given the quality of my readership – I have created a 350 page report on supply chain security – which is available at a small (or relatively trivial) expense by sending an email to [email protected]

If you really want to pay due attention to supply chain security there will be nothing comparable on this globe – get this report NOW by directly emailing me.

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Copyright - These concepts, frameworks and ideas are copyright of GLOBAL SUPPLY CHAIN GROUP from the time of their creation. Do NOT copy these without permission and proper attribution.

Notes:

1. These ideas and concepts will be usually expressed by our thought leaders in multiple forums - conferences, speeches, books, reports, workshops, webinars, videos and training. You may have heard us say the same thing before.

2. The date shown above the article refers to the day when this article was updated. This blog post or article may have been written anytime prior to that date.

3. All anecdotes are based on true stories to highlight the key points of the article - some details are changed to protect identification of the parties involved.

4. You are encouraged to comment below - your real identity and email will not be revealed when your comment is displayed. Insightful comments will be featured, and will win a copy of one of our books. Please keep the comments relevant, decorous and respectful of everyone. All comments represent opinions of the commentators.

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ABOUT THE PRINCIPAL AUTHOR

Today, Vivek and his partners are among 20-30 people on the planet earth who have this deep understanding of supply chain systems, practices and tools. CEOs, COOs, executives and Boards call them in most challenging situations once they know the full potential of supply chain based transformations. Following are key milestones in Vivek's journey:

  • Started in 1983 as a merchant navy cadet at 18 years age, worked his way to qualify as a Captain – qualified to take command of any merchant ship, worldwide.
  • Earned a top tier MBA from UNSW at the top of his class.
  • Joined highly regarded strategy consulting firm Booz Allen & Hamilton, consulting to the CEOs, Boards and senior management of global corporations within Australia.
  • To learn and specialise in supply chain – against all odds, sought out the co-inventor of supply chain in Germany and convinced him to be a partner in his firm, GLOBAL SUPPLY CHAIN GROUP, launched in January 2000.
  • More than 500 successful blue chip projects with high impact business transformations in large corporations using the full power of SUPPLY CHAIN MANAGEMENT.
  • 4 Seminal and path breaking business books IN SUPPLY CHAIN MANAGEMENT – these are available in bookstores and universities and libraries worldwide.

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THE 5-STAR BUSINESS NETWORK

If you are deeply passionate about the world of business and supply chain networks as I am, and enjoy digging answers to critical questions that will help build and steer your business with wisdom, then join me. This book is a journey of exploration through the world of business networks that run along the veins of today’s commercial world.

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OUTPERFORM OUTSOURCE OUTPROFIT

The trend of outsourcing continues to grow unabated with the whole gamut of services, from simple to mission-critical tasks. There is not a single company on earth that does not outsource anything. It is not just about cost arbitrage, it is also a finer expression of division of labour at the organisational level. Like all leverage, outsourcing is a double-edged sword too. On one hand, it allows you to do more, faster. On the other hand, if it goes bad, it can easily kill your business. If you do not believe that is possible – you can google the Fox Meyer saga from the 90s and see for yourself.

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UNCHAIN YOUR CORPORATION

Businesses Are Chained By Unseen Chains. If You Are Looking For Ways To “Unchain Your Corporation” A Successful Business Transformation Is Required.

Successful Business Transformations Are Difficult, Yet Rewarding.

Business Transformation Is Fast Becoming A Question Of Survival In The Modern Globalised Era.

Modern Supply Chains Integrate Businesses And Economies Faster By Systematic Information Sharing From Internal And External Sources.

Companies Can Multiply Profits By Progressively Ramping Up Cohesion And Collaboration Of All Moving Parts In B2B Network To Achieve Tighter Integration.

4.3
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GREEN SUPPLY CHAIN – AN ACTION MANIFESTO

It is generally accepted that environmental consciousness is now changing to environmental proactiveness as organizations are discovering that it makes good commercial sense.

Boards are asking the management to review their policies related to environmental norms, not only to bolster their corporate social responsibility aims, but also because consumers are asking for greener supply chains

It is also widely agreed that consumers will increasingly prefer to buy more and even pay more for products or services provided in an environmentally sound manner.

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