Connecting Supply Chain Communities

If you’ve ever taken a personality test, such as the Myers-Briggs Type Indicator,

you know that these tests can reveal important differences in the way that people

approach problems and make decisions. It turns out that groups of people have

personalities too. These personalities form the culture of a group, and culture

matters a lot when it comes to managing a supply chain.

Suppose that you work for a company that really values reliability. You would

want your suppliers to deliver exactly what was ordered, exactly the same way,

every time. The culture of your group — the things that your company values —

determines how it judges suppliers. Now suppose that you have a choice between

two suppliers: one that’s known for consistent quality and another that’s known

for flexibility and innovation. The first supplier would probably be a better cul-

tural fit because of the value that your company places on reliability.

The impact of culture can also apply to the functions within your organization.

Different departments — such as purchasing, logistics, and operations — often

develop cultures of their own. If the values of these departments clash, it’s difficult

for the company to manage its supply chain effectively.

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