Holste Says: |
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| Without contemplating the next new thing(s), there is some considerable risk that distributors can be caught off-guard, unprepared for growth opportunities. |
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What Do You Say?
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Previous Columns by
Cliff Holste |
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As 2015 kicks-off most economist are optimistic that the current moderate business expansion will continue. Logistics professionals concerned about capitalizing on growth opportunities are thinking about the year ahead and asking themselves – ‘What’s the game plan?’
NOTE: To get started - think about how the next new thing may impact your business.
For example:
 The fictitious Nike shoes that Marty McFly rocked in Back to the Future II, the self-lacing ones that a young guy would describe as “totally sweet,” are going to be real.
Yes, it looks like the reports that Nike had patented self-lacing shoes (pictured below) weren’t just something made up on the internet.
Nike has apparently built said shoes, and plans on releasing them in 2015. The news came from Nike designed Tinker Hatfield, who said there is no official release date yet.
Without contemplating the next new thing(s), there is some considerable risk that distributors can be caught off-guard, unprepared for growth opportunities.
For the past few years market uncertainty fostered a sit-on-your-hands posture. However, sitting back and waiting for conditions to improve won’t grow the business. As business consultants point out, the key to growth can be found in pro-active strategic planning coupled with vision and innovation. This approach is similar to the Quarterback who must be able to “read” the defense and call for appropriate plays from the team playbook. But, what do you do if there is no playbook…
The point is that a company that has a forward looking strategy, one that anticipates new business and marketing trends as they are developing, is going to be better prepared to implement appropriate changes, thereby taking full advantage of new opportunities as they unfold.
Within the DC, everyday there are critical on-going operational issues. Busy DC executives and managers are often so involved in these tactical issues (getting things done) that it becomes easy to overlook the need for planning at the strategic level. Take e-commerce and multi-channel marketing for example; there will be changes in customer order profiles and shipping operations that must be incorporated into DC operations. Therefore, personnel recruitment, training, development and retention, are all strategies requiring anticipatory planning.
Growth oriented companies are the ones that are committed to continuous improvement strategies, accompanied by superb plans. In those companies strategic planning is closely related to operations.
The following is a list of critical planning questions (provided by The Progress Group www.theprogressgroup.com ) all with operational implications that should be addressed in a comprehensive continuous improvement plan.
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