Elevating Customer Satisfaction Through Supply Chain

David BIBI is a seasoned supply chain and procurement manager with a background in mechanical engineering and a master's in supply chain management from France. He gained experience in electronics at Phillips in France, logistics and supply chain management in Brazil's Amazon region, and supply chain management in Ukraine. Since 2012, he has been contributing his expertise to Alstom. His skills include material requirement planning, team leadership, and continuous improvement, shaped by his international experience and adaptability.

In an exclusive interview with Logistics and Transportation Review, David BIBI shares valuable insights on optimizing the supply chain to reduce cash flow.

As the director of supply chain management at Alstom, what do your day-to-day responsibilities look like?

The morning will primarily consist of meetings to assess our production status and identify bottlenecks. We will also discuss if the production or our team requires assistance and set targets for the team until around 10-11 am.

The afternoon will be dedicated to meetings with suppliers to ensure we are on track with our action plans or the logistics team, including our third-party logistics provider (3PL). This is a typical day for a supply chain director at Alstom.

In my role within Alstom's supply chain, I oversee several key areas. First logistics, where I work closely with a 3PL for warehouse activities and line feeding. My responsibilities include engaging with transportation companies for international shipments and domestic and North American transportation. Secondly, material planning involves daily discussions with vendors to ensure the timely delivery of quality items without exceeding raw material targets. Lastly, I plan activities, including industrial planning for sites and managing ERP systems through project supply chain leaders and key users.

Are there areas within the supply chain where current services face limitations to meet ideal standards?

One notable area of service limitation within the supply chain involves tracking shipments. While it may seem straightforward, many transport companies do not excel in this aspect. Specifically, live tracking systems are lacking, which is similar to what Amazon offers. This deficiency means customers are often left in the dark about the precise whereabouts of their shipments and deliveries. For instance, Amazon's system provides accurate delivery estimates down to the hour, but such precision is rarely found with our suppliers or partners. This variation highlights an opportunity for improvement and standardization in the industry.

Similarly, when shipments encounter customs delays, the lack of detailed information contributes to the issue. Unlike Amazon, where customers receive clear updates on delivery status, those dealing with customs delays often receive minimal information, leaving them waiting without the reasons for the delay.

What are some of the latest supply chain developments that significantly impact and address these limitations?

Predicting the newest advancements in supply chain management requires looking at the big picture, from the customer to our suppliers and shipping partners. Companies are embracing just-in-time delivery methods to streamline operations and reduce preoccupied cash up in inventory. This makes optimizing the supply chain from end to end a top priority. This includes ensuring accurate customer demand forecasts, establishing reliable vendor relationships related to just-in-time delivery, and partnering with dependable logistics providers, whether internal or external. The automotive industry exemplifies this approach, with parts delivered precisely when needed, sometimes down to the minute.

Another significant factor shaping the future of supply chains is the integration of artificial intelligence (AI). It promises to forecast and prevent potential crises, such as market fluctuations or vendor disruptions. In the coming years, we expect AI to play a pivotal role in anticipating and proactively addressing supply chain challenges, ultimately enhancing resilience and efficiency.

What particular technology trend in the supply chain domain excites you the most, and could you elaborate on why it captures your interest?

Compared to other industries, AI is still underutilized at Alstom and is not well-developed in the rail sector. However, AI holds tremendous potential to transform supply chain management. Its technologies allow us to improve inventory levels, foresee and minimize possible disruptions, and streamline operations.

Can you share your experiences with some initiatives you recently participated in?

Indeed, reducing cash flow is a primary objective in optimizing the supply chain. Several actions can be implemented to achieve this. First, it is crucial to ensure reliable and accurate customer demand forecasts. This includes effectively integrating customer demand data into our systems, supported by the collaborative efforts of the production team and other relevant functions.

Furthermore, establishing just-in-time delivery practices with vendors is crucial. While this may incur additional costs, such as a percentage increase in prices for altering delivery modes, conducting a thorough business case analysis is essential. This determines whether the benefits of reduced inventory and associated preoccupied cash outweigh the added costs.

"Optimizing the supply chain process is essential for reducing cash flow and ensuring long-term success."

Ultimately, by aligning customer demand forecasts with just-in-time delivery strategies and conducting rigorous cost-benefit analyses, we can reduce cash flow within the supply chain while enhancing overall efficiency and profitability.

What advice would you give your peers, colleagues, and budding supply chain and logistics professionals?

I will emphasize the importance of field-testing new processes before implementation. To ensure practicality and efficiency, the process designers must have firsthand experience with them. This approach, similar to Amazon's practice of even top executives testing new warehouse processes, ensures that processes are streamlined and achievable within set timeframes.

Secondly, process standardization is crucial. It should be designed to be easily executable by anyone, regardless of experience level, equivalent to assembling a Lego set with clear instructions. This ensures consistency and efficiency across tasks, particularly in areas like warehousing.

Lastly, prioritizing customer orientation is the key. Companies like Amazon and Apple excel in customer service by offering hassle-free returns and replacements, encouraging long-term loyalty. While this may entail short-term costs, the long-term benefits of satisfied customers far outweigh them.