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Leadership in Supply Chain Management

Leadership in Supply Chain Management. Tutor: Gerry Glynn. Integrated Supply Chain Management. Optimizing the material and associated informational flows through the component activities of the supply chain. MATERIAL FLOW. SELL. BUY. MAKE. STORE. MOVE. FLOW OF MONEY. INFORMATION FLOW.

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Leadership in Supply Chain Management

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  1. Leadership in Supply Chain Management Tutor: Gerry Glynn

  2. Integrated Supply Chain Management Optimizing the material and associated informational flows through the component activities of the supply chain MATERIAL FLOW SELL BUY MAKE STORE MOVE FLOW OF MONEY INFORMATION FLOW 01 Leading People

  3. Four Fundamentals of SCM 1. The Aim of Supply Chain Management 2. Supply Chain Philosophy 3. Management of the Flows 4. Relationships 01 Leading People

  4. Relationships • Re-assessment of internal and external customer/supplier relationships • SCM is not a ‘zero-sum game’ based on adversarial relationships • SCM is a ‘win-win’ game based on partnership relationships 01 Leading People

  5. Think of a time... • As a customers I wanted… • I was dissatisfied because… • The reason for poor service are… 01 Leading People

  6. The art of good management Good management is the art of making difficult things simple, not simple things difficult! 01 Leading People

  7. There are 3 types of organisation: - • Those who make things happen • Those who watch things happen • Those who wonder what happened Which type of organisation are you part of ? 01 Leading People

  8. A view in the unique qualities of leaders ‘Management is about coping with complexity… Leadership by contrast is about coping with change.’ John Kotter, 1990 01 Leading People

  9. Differentiating Management from Leadership: Management Leadership Planning and Budgeting Targets, detailed timetables Allocating resources Establishing Direction Vision for the future Strategies for change Creating an agenda Aligning people Communicating direction Influencing, creating teams and coalitions Organising and Staffing Structure, Roles, Policies & Procedures, Systems Developing an organisation Controlling and Problem-solving, Monitoring Results, Identifying deviations, Organising solutions Motivating and Inspiring, Energising people, Overcoming barriers (political, bureaucratic) to change Execution Change , often dramatic, New products, programmes and processes Predictability and Order, Stakeholder specific results Outcomes 01 Leading People Source: What Leaders Really Do, John Kotter 1990

  10. Leading and Managing Change High • Roller coaster of change initiatives • Bursts of energy, growth and innovation, • Loss of control & melt down Clear Shared Vision Sustainable Change Innovation & Growth Leadership • Predictability • Inertia & resistance to change • Strangulation of innovation & growth Dead on Arrival Low High Management Source: Bill Klepper, Columbia Business School 01 Leading People

  11. Elements of Transformational Leadership The leader (manager) transforms and motivates followers by: • Making them moreawareof the importance of taskoutcomes • Inducingthem totransform their own self-interest for the sake ofthe team • Activates their higherorder needs 01 Leading People

  12. Transformational Leadership Effective Transformational Leadership: • Provides direction • Focuses on the bigger picture • Overcomes obstacles • Relies on intrinsic rewards • Concentrates on tasks • Grants autonomy • Rewards success and failure 01 Leading People

  13. Transformational Leadership Skills Developing aClear Vision DevelopingCommitment and Trust UtilisingSymbolic Action Transformational Leadershipskills can be learned 01 Leading People

  14. Development of Clear Vision • Recognise the need for change and help others understand this need • Vision must be attractive and inspirational - listen to followers, - incorporate theirdreamsand values • Guide behaviors 01 Leading People

  15. Development of Commitment and Trust • No trust - No commitment • don’t play games • be honest and open • Express confidence in employees • identify strengths • deal with weaknesses • Communicate regularly 01 Leading People

  16. Utilise Symbolic Action Use of stories and emotional language, metaphors, symbols and slogans Leading by example • your actions and words are symbolic • act in accordance with the vision Use rites and ceremonies 01 Leading People

  17. Vision: Bratton’s vision for the NYPD My goal: ‘To alter quickly and permanently the culture of the NYPD to change it from an organisation primarily concerned with avoiding public criticism to one deeply committed to having measurable impact’ 3 Elements: 1. A relentless focus on attacking so-called quality-of-life offences as a way to combat more serious crimes 2. A thorough overhaul of personnel, strategies and training within the department 3. Dollop’s of ‘symbolism and bravado’ Source: Kruss,Clifford. The Bratton resignation: the legacy:Bratton hailed as Pioneer of New Style of Policing, The New York Times, March 27, 1996. 01 Leading People

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