Integrating Supply Chain Processes

ISSUE #58 – Interview with Matthieu Simon, Managing Director, FuturMaster Singapore

“Many Asian supply chain leaders treat China, India and Southeast Asia as separate sales regions due to the diversity and differences in their economic growths.“

FuturMaster has specialised in business solutions for supply chain management for more than 20 years, with an innovative and flexible decision-support software suite and high-value-added consulting know-how. The FuturMaster software suite has been conceived, developed and implemented to drive:

– The whole business: from strategic, tactical, to operational plan;

– All supply chain processes: demand planning, advanced promotion and launches management, sales planning and budgeting, S&OP, supply planning and optimisation, production planning and optimisation, scheduling, and procurement.

HOW DO YOU SEE THE SUPPLY CHAIN INDUSTRY EVOLVING IN SINGAPORE?

MSimon2More companies in Singapore and Southeast Asia are placing importance on cost containment as well as their supply chain department’s ability to promote and support the top line.

As part of the business, timely products at the right place and in the right quantity are crucial to supporting growth. This is especially true in Singapore as the country holds its position as a strategic base for regional supply chain operations.

Ultimately, delighting customers with strong operational supply chain performance, when combined with improved solution performance, will lead to measurable improvements in customer satisfaction and contributions to the top line.

ARE THERE STILL DIFFERENCES BETWEEN ASIA AND EUROPE?

Absolutely. Many Asian supply chain leaders treat China, India and Southeast Asia as separate sales regions due to the diversity and differences in their economic growths. Many of them are still in the infancy stage of the supply chain  process.

Europe is generally considered the single largest economy in the world and one where many mature supply chain organisations originated. So the overall supply chain approach in Asia and Europe is very different.

WHAT ARE THE MAIN DIFFICULTIES COMPANIES FACE AND HOW CAN THEY OVERCOME THESE?

In emerging and fast growing markets, market shares are precious. Ensuring a higher service level allows higher revenue. There are also many areas (such as manufacturing, transportation, and inventory) where significant cost reduction can be seen.

With globalisation of trades comes the challenges associated with fast development of specialised markets (such as modern trade), complexity of distribution networks, shortened product lifetimes, expanded product range, increase of competition, pressure on margins and costs, increased promotional activity, etc. It is also no surprise that minimising staff turnover and keeping employees engaged are major challenges.

With high turnover rate and short notice periods, it is also hard for companies to ensure knowledge handover and stability. Processes and collaboration among various departments (such as finance, sales, marketing, and supply chain) are usually weak.

More importantly, there is often no proper software solution that can support both people and processes. It is therefore difficult and long to see improvements.

To overcome those challenges, we at FuturMaster provide complete supply chain solutions for People – Processes – Tools.

We are driven by value creation for our customers and we are committed to results.

WHAT ARE THE NEXT PLANS OF DEVELOPMENT IN THE SUPPLY CHAIN FOR FUTURMASTER?

At FuturMaster, we provide consultancy and expertise to enable businesses to constantly innovate, streamline and promote efficiency. We strongly believe that supply chain should work in tandem with marketing, sales, finance and R&D, and we will get companies ahead of the supply chain market.

Moving forward, we continue to develop and expand our customer base throughout Asia, both directly and via business partner networks.

 

Interview published in the FOCUS Magazine”New Links in the Supply Chain” – September 2015