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ChiefExecutive.net

Michael Winkleman

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Leadership/Management

Kraft Heinz CEO Talks Cost Control, Product Reinvention and People Management

Michael Winkleman

Chief Executive sat down with Kraft Heinz CEO, Bernardo Hees, to discuss his efforts to grow the company through cost control, product reinvention and people management.

Skills Development

Understanding The Skills Gap

Michael Winkleman

A multi-variate study sheds light on a vexing nationwide problem

Skills Development

How to Understand and Deal with your Company’s Skills Challenges

Michael Winkleman

CEOs, boards and teams are discussing how to deal with the skills gap that has made it so difficult for companies to fill available jobs, increase often-stalled productivity, navigate change, and fuel the disruptive activity that is essential for survival in this economy.

Economic Development

Urban Revitalization: A Different Kind of Bottom Line

Michael Winkleman

[caption id="attachment_60491" align="alignleft" width="341"] Cleveland skyline[/caption] CEO involvement in urban revitalization has a long tradition. In 1982, for example, E. Mandel de Windt, CEO of Eaton Corporation, was part of a group of local executives spearheading an effort to rebuild Cleveland. More recently, Under Armour CEO Kevin Plank, Zappos CEO Tony Hsieh and Quicken Loans Chairman Dan Gilbert have helped bring new life to parts of Baltimore, Las Vegas and Detroit. Less heralded has been the impact of Shinola, which opened its Detroit watch factory in 2011. As journalist David Sax recounted in The Revenge of Analog, Shinola started up when Tom Kartsotis, founder of Fossil, “realized that Detroit had untapped luxury potential, and a ‘Made in Detroit’ watch brand had much more upside than a factory making watches for other companies.” At present, Shinola has 625 employees, 350 in Detroit, with 200 of those working in manufacturing and the rest in the front office. Part of the secret of Shinola’s now almost legendary success is its current CEO, Tom Lewand. Detroit born and bred, Lewand is the former president of the Detroit Lions and was key to that team’s move back home from the suburbs in 2002. For him, he says, “it’s really about being a person in a position of influence in any company that’s involved in contributing to the community to create jobs. It’s a tide that lifts all ships, a welcome mat for people looking to come back to a community. It’s another type of bottom line for CEOs to focus on.”

Editor's Picks

How Mark Vergnano Turned Around DuPont’s Failing Spin-Off

Michael Winkleman

Stepping into a negative situation is never easy, but Mark Vergnano's step-by-step plan to turn around the company is proving successful.

Leadership/Management

MARK VERGNANO: How I Turned Around DuPont’s Failing Spin-Off

Michael Winkleman

Stepping into a negative situation is never easy, but Mark Vergnano's step-by-step plan to turn around the company is proving successful.

Culture

To Understand Millennials, Think Lifecycle, Not Generation

Michael Winkleman

Countless words have been written about the idiosyncrasies of the Millennial generation.

Culture

An Empathetic Workforce Doesn’t Just Feel Good. It Works Well.

Michael Winkleman

“As companies seek to identify, hire and train the next generation of leaders for the digital age, they are faced with a host of transformative changes that are no longer just on the horizon,” says George Brooks, EY Americas Leader, People Advisory Services.

Recruiting

Survey: CEOs are Actively Involved in Talent Strategies, but Have Trouble...

Michael Winkleman

Securing the best talent and the right talent is top of mind for all CEOs today. But it's by no means an easy task.

Operations

Forging Links

Michael Winkleman

Supply chain management has tightened its hold on the corporation—but respondents to a Chief Executive/Ryder Integrated Logistics poll say some links are still missing.

For those who toil in the trenches of supply chain management, strengthening its links with software, building the chain through extranets, threading and rethreading its connections with new, long-term, shared-risk/shared-benefit alliances, the supply chain movement has done nothing less than revolutionize business—bringing leaps in productivity, drastic reductions in cost, and the happiest customers money can buy.

That's, of course, a somewhat insular view, the choir singing to itself. But, according to the 417 Chief Executive readers who responded to a recent Chief Executive/Ryder Integrated Logistics survey, it's not too far off base. Supply chain management has clearly made some inroads. It's well accepted; its uses, intentions, and results are clear. The empowerment capabilities of information technology and, in particular, extranets are well known. Respondents expect greater impact in the next three years than they've experienced in the last three-----and they're already more than likely to be tagging their strategic plans, their search for competitive edge, and their overall business performance to an increasingly integrated supply chain.

Still, some links are missing: Most companies are less than satisfied with their current logistic staffs—which are still most likely to be found only at the largest companies. The majority of respondents don't believe they've yet gotten enough value for their supply chain management investment. Most respondents say they don't know enough about the subject. And hardly anyone's got a real handle on supply chain costs.

But, as with most new developments, comfort comes with exposure (see chart, below). Therefore, those respondents who know the most are also the most involved in supply chain management decision making. They see the strongest connections between the supply chain and business performance, are happiest with the payback on their investments, and are the most enthralled with technological developments that keep supply chain management humming. And this contentment is highest in specific industries, such as retail (see chart, right), where the applications for supply chain management and the penalties for being behind the curve—are clearest.

 

SOME DETAILS

• Seventy percent of respondents see their supply chain as an integrated business process, rather than a series of individual, disconnected components. Similarly, 80 percent said integrating their supply chains was critical to their company's overall business performance, 80 percent said logistics delivered a competitive advantage to their organization, and 64 percent said they considered logistics an important factor in formulating overall corporate strategy.
• Projecting into the next century, 61 percent of respondents expect their supply chain to be somewhat more integrated than it is today and 32 percent expect to be part of an entirely virtual, extended corporation.
• While 40 percent believe they've got a keen understanding of the impact their supply chain has on their business, and 21 percent say they understand as much as they need to, 38 percent feel they don't yet know enough.
• And fully 67 percent said they either don't know or aren't sure they know their total supply chain costs.
• General reading remains the key source of information about supply chain management for 75 percent of respondents. But 47 percent say they're also turning to technical sources, and 50 percent cited Chief Executive. Roughly a third of respondents said they tapped technical staff and consultants and attended seminars and courses to learn more.
• Though the largest number of respondents said "increasing customer satisfaction" was their primary goal in managing their supply chains (followed by reducing total costs and gaining competitive advantage), the 58 percent who indicated they'd out-sourced some portion of their supply chain said reducing cost was the key reason (followed by increasing customer satisfaction and gaining competitive advantage).
• Eight-six percent of respondents credited information technology with helping their companies achieve these goals; 44 percent said the Internet was particularly helpful, and 40 percent praised their extranets.
• Nonetheless, only 28 percent felt their company had performed well in supply chain management, a mere 12 percent said they considered their logistics staff "terrific," and only 36 percent were satisfied with the payback they'd received from their investments in logistics over the past three years.
• Not too surprisingly, the biggest companies have the strongest links. Respondents at companies with annual revenues greater than $3 billion are considerably more likely to see their supply chains as integrated business processes than are their counterparts at companies smaller than $100 million (80 percent compared to 66 percent). Similarly, CEOs at the largest companies feel they've got a stronger understanding of the supply chain's impact on their business than those at the smaller companies (53 percent vs. 38 percent). They're happier with their company's supply chain management performance (51 percent vs. 26 percent) and the payback they've received from their supply-chain investment (44 percent vs. 30 percent). They pay closer attention to logistics when formulating corporate strategy (73 percent vs. 61 percent), are more likely to outsource some of their supply chain services (71 percent vs. 58 percent), and generally employ technology more broadly for supply chain purposes, including, for example, warehousing and distribution, transportation routing and scheduling, and logistics network modeling. The big-company CEOs are also more likely to have done a stint in logistics or to consider themselves supply chain experts (44 percent vs. 26 percent) and to have a senior-level logistics expert on staff (82 percent vs. 26 percent).
• But regardless of company size, roughly half of all respondents are heavily involved in making decisions about supply chain management, nearly two-thirds of respondents believe logistics has had a major impact on their corporate performance during the last three years, and about 80 percent believe that impact will increase in the three years ahead.

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