Dynamic Alignment Framework
Supply Chain Management, and its forerunner, Logistics Management, have suffered over the decades because of their lack of a strong conceptual under-pinning. This is one of the reasons why the search for the so-called ‘fully integrated supply chain model’ has been such a wild goose chase. It is impossible to achieve with the few building blocks we started with in the 1990s.
So it was in 1989 that we began the search for the ‘Holy Grail’, and we found it in our Dynamic Alignment model (previously called Strategic Alignment model).
This model is a whole-of-business model that necessarily involves all the functions of the Firm in delivering products and services to customers. Indeed, it is more of a philosophy, that requires all functions to contribute to this task, even though many of the actual specialist tasks are undertaken by the Supply Chain function.
In developing the new Dynamic Alignment model, we were able to do away with the outmoded ‘one-size-fits-all model that had pervaded management thinking up until the turn of the century, and replace it with a multiple-supply chain model that is better equipped to cope with the volatile and changing operating environment that we now have to deal with.
We have since reverse-engineered the alignment model to include the supply-side, so that the procurement function is now more integrally linked to the front-end of the business, and acts more in concert with it.
In effect we have re-designed the way the Firm works, and in the process been able to break this down into the constituent parts which are the different supply chains configurations running through the enterprise, with all parties engaged- customers/consumers; suppliers; and internal personnel.