KEARNEY
emerging because the CFO used to call the CPO only to reduce cost . Whereas now he has to be a part of the discussion of risk . Our strong perspective is boards are going to start asking this question regularly .
“ The fundamental equations of being a CPO or running a supply chain have not changed . The math is still the same , but the granularity , however , has changed . It used to be that people would look at things at a country level , then geographical , then segment , then region . Now you ’ ve got to be at a customer individual order level . That ' s the level of granularity needed .”
Gandhi says another change has been a move away from a one-size-fits-all approach to technical solutions , “ There was this view
“ The fundamental equations of being a CPO or running a supply chain have not changed . The math is still the same , but the granularity , however , has changed ”
SUKETU GANDHI PARTNER AND GLOBAL PRODUCT
LEADER , DIGITAL SUPPLY CHAIN & PLAN , KEARNEY leave that constant , don ' t mess with it and move forward .”
“ However , no amount of effort will protect you against every shock . That ' s the first thing we tell people ; you can ’ t protect against everything . So , what are the choices you want to make ? And that becomes a CPO , CEO and CFO question .”
Cost . Service . Agility . Supply chain ’ s new troika . The emergence of supply chain ’ s new troika .“ So now we have a new Troika that says a general solution for one is easily applicable to the other one . Now , what we are finding is that as we get into the world of artificial intelligence and machine learning , AI allows you to identify the parameters that matter .
“ For example , if we buy a standard shoe , versus an athletic one , one may be sold on price and the other one on features . That quite significantly changes how supply chain should look at it . And so now general solutions lose their power because it ' s easy to find a very specific solution .”
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