In the healthcare industry, having a better supply chain doesn’t simply mean reduced costs, increased efficiency and improvements to the bottom line – it also can have a direct impact on improving patients’ quality of life.

Healthcare reform has contributed to a very interesting industry landscape. The Affordable Care Act and other new policies are contributing to the need for healthcare providers to evaluate more value-based supply chain models. With demand for healthcare high, and continuing cost pressures, the industry is on the brink of a major revolution. But in order to overcome the unique challenges facing the industry – drug shortages, evolving reimbursement processes, patient safety, security breaches and drug counterfeiting – all industry players are going to need to collaborate for a next generation solution. The best place to start: the supply chain. 

Think payday lending with a twist. 

You may have heard of a hot topic that’s gaining more and more ink in the press lately: payday lending.

After President Obama touched on it in his State of the Union address, the Consumer Financial Protection Bureau announced February 9 it will be drafting regulations “that could sharply reduce the number of unaffordable loans that lenders make” and specifically targeting payday loans, according to The New York Times.

But what exactly is a payday loan? In general, a payday loan is a short-term loan that lends money against one’s paycheck, and the borrower then pays back the lender once they receive their paycheck. According to Pew, the average payday borrower takes out a $375 two-week loan with a fee of $55. Though this difference might not seem enormous in terms of a dollar amount, the annualized interest rates for payday loans can range from 300 to 2,000 percent—and some have even reached over 5,000 percent. Many payday lenders, in addition, require long-term contracts, which locks desperate borrowers into a never-ending cycle.

Smart meters free utility companies from having to dispatch meter-readers to collect billing information. What’s more, they provide near real-time information about energy consumption. In 2012, the United Kingdom mandated that every residence and small business install smart meters by 2020 as part of a long-range plan to reduce carbon emissions. That equates to at least 53 million smart meters. Between 2012 and 2030, the policy will have a net benefit of an estimated $21 billion, according to an Oxford Economics research report commissioned by British Gas.

But reducing those carbon emissions and energy costs is anything but simple. For British Gas, the U.K.’s largest energy utility, the policy requires reinventing an aging supply chain management system. It needed to schedule millions of smart meter installations and track the flow of new and old meters between its distribution centers and customer buildings. With TCS’ help, British Gas has modernized quickly: enabling an industrial-strength supply chain management system; accelerating implementation time without increasing errors; and establishing precise planning for a major reverse logistics initiative. 

Ethical and profitable operations coexist quite nicely with ethical behaviors, making it easier for companies to profit. So why is it that businesses struggle with the concept? What is holding back the development of ethical or socially responsible supply chains? 

The reasons may vary but it’s not uncommon for businesses to view the maintenance of profitable supply chains as an exercise in trade-offs: that cheaper upstream labor affords better downstream customer service. Others struggle with the business case, “getting the numbers straight” and failing to justify necessary investments. 

Essential Practices

In reality, ethical supply chains are no longer just “nice to have.” Companies that choose to “talk the talk” instead of “walking the walk” when it comes to responsible supply chains may begin to lose their ability to grow and compete for several reasons. 

More than 1,500 of the world’s most forward-thinking supply chain executives gathered for four days this past May at the JW Marriott Desert Ridge in Phoenix, Ariz. to participate in Gartner’s Executive Supply Chain Conference. Five tracks of educational sessions, workshops and roundtables were delivered by more than 40 Gartner analysts and 25 supply chain executives highlighting their experiences on today’s most critical supply chain initiatives.

The theme of the conference was “The Art of Supply Chain: Creative Solutions for the Next Generation.”

Every day, supply chain leaders in all industries are engaging in transformative efforts designed to bring about real change. Whether seeking cost reductions, efficiency improvements, supplier consolidation or any other number of goals, supply chain leaders are always on the lookout for anything and everything that can ease the burden of moving items from point A to point B. 

The marketplace is cluttered with new solutions. It can be difficult to pinpoint the best investment areas, but here are a few examples of some of the transformative solutions that are making the rounds. 

Direct store delivery (DSD) is an ongoing area of focus for many retail organizations. Recently, SAP and Mondelez International made some announcements that will have an impact on the world of DSD.

New Tools

For SAP, the company announced a new mobile solution to simplify DSD. Developed to address the issues currently hampering DSD performance, the SAP Direct Store Delivery mobile solution helps consumer products companies solve the challenges of lack of access to real-time data, limited role and process optimization, and poor route planning. Companies using the DSD mobile solution can materially boost top- and bottom-line performance by reducing costs and increasing revenues.

According to the results of a new JDA study, manufacturers and retailers recognize that their global supply chains have become incredibly complex – but most are still relying on outdated tools and ineffective processes to manage the complicated end-to-end value chain.  

There is keen understanding of the challenges and opportunities by those surveyed however, and while the gap between where they are today and where they need to be in the future to meet their customers’ expectations and thrive in highly competitive environments remains large most companies are exploring advanced techniques such as segmentation this year.  

These findings, and others, are highlighted in the JDA Vision 2015 Supply Chain Market Study, a new report prepared for JDA Software Group, Inc. by Talant. This study is based on a global survey of 255 executives across 17 countries, representing a wide range of retailers and manufacturers.


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