MYTHS

The main myths in Supply Chain Management is related with the solutions. The "hypochondria companies" it is manifested before any symptom that can be related with a wrong handling of the supply chain, looking for the remedy that worked to the neighbor, instead of analyzing their own nature. companys of the same commercial turn cannot necessarily share solutions. A similar symptom can have a different origin.

All company is inmersa in some supply chain, stiller, be probably in more than a, as supplier or I eat client. The first step of all project of improvement should be to identify the chain of current supply to detect the processes "sick". This diagnosis precedes to the search of solutions and it should be an internal task; nobody knows the processes better that those directly involved ones. However it is frequently appealed "to the specialist" to the one that can take him a lot of time (that gets paid) before discovering what is evident for the company.

But the most popular myth is that of the automation. To automate alone faulty processes takes to make the bad thing similar of bad but quicker and with smaller visibility. On the other hand the software that solves all the problems, doesn't exist because the problems are not also the same ones for all. Any software by itself predicts the demand and it controls the inventory. It is invested big supreme in the acquisition of sophisticated systems adapting the processes to the requirements of the system, when the system should be adapted to the processes of the company.

A system of information requires to be fed with precise data and without ambiguity of each product and of each movement. When he/she doesn't have the quantities of required product it is a frequent practice to contact the client to change the order, affecting in the system the information of the real demand and of the shortage levels. The automation of the processes doesn't improve the practices neither it optimizes them.

Another frequent myth is to believe that the solution is only in the strategy; any strategy requires of an efficient operation to achieve the objectives, the strategy is generally defined in the directive levels but the operation is in the personnel's hand that follows the same practices to those that it is accustomed.

Any project focused to the supply chain should take into account these realities and to discard the myths.

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