The importance of supply chain solutions relative to a company’s efforts to maintain and improve quality are almost impossible to underplay. When enacting quality improvement programs, any company would do well to examine its supply chain model and processes as a fundamental means of improving quality with suppliers, partners, and customers.

Traditional corporate hierarchies tend to rely on static design. There’s the CEO at the top, followed by directors and managers. Red tape and inefficient processes can bog down decisions. 

Volatile markets, challenging consumer demands, and the technological disruptions resulting from digitization and Industry 4.0 are producing unprecedented rates of change. In response, companies have worked to increase organizational agility, hoping to foster innovation and shorten go-to-market cycles. Yet organizational experiences and sociological conditioning often impede true agility.

You run a manufacturing business, so you know how it goes. The cost of doing business and manufacturing product never decreases. You know that your revenue must increase just to keep up. You also know that merely maintaining your revenue status quo will only ensure you get your lunch eaten by inflation. Or by your competition. If you aren’t growing your profits, you aren’t just standing still—you’re going backward. There is no such thing as “flat growth.” If your company’s revenue is not increasing year over year; it’s dying a slow death.