1. An Exploration of Attributes Aligning Supply Chain Strategy & Resilience Execution
A collaborative investigation with Dow AgroSciences into the resilience, reliability and risk management attitudes of the DAS manufacturing, operations and supply chain teams.
Alexander Cope & Liqing Yuan
MIT SCM ResearchFest
May 22nd, 2014

2. AGENDA Research Question / Scope Data Collection Activities
Survey Response Summary
Hypotheses & Observations
Key Insights / Conclusions
May 22, 2014
MIT SCM ResearchFest

3. Research Question(s)
Does DAS’s product supply execution reflect the supply chain’s strategy?
How and how much do strategic employees differ from tactical employees?
How do people from different cultures, functions, tenure and level in the organization differ?
Does DAS have a resilient supply chain?
Do resilient employees have a “blueprint”?
May 22, 2014
MIT SCM ResearchFest

4. Data Collection Activities
OCTOBER
NOVEMBER
DECEMBER
JANUARY
FEBRUARY
SC Professional Interviews
8 Interviews With Various Functions
Informed Web Survey Design
Case Analysis
Detailed Disruption Analysis
Web Survey
Targeted SC, MFG, MGMT
5 Sections, 17 Questions, 228 Responses (60%)
Segment: Geo, Level, Function, Service Region
May 22, 2014
MIT SCM ResearchFest

5. Response Count / Rate - Geography
380 Invitations, 270 Surveys Started, 228 Completed
(60% Response Rate)
May 22, 2014
MIT SCM ResearchFest

6. Response – Tenure / Service Region
May 22, 2014
MIT SCM ResearchFest

7. Response – Function / Level
May 22, 2014
MIT SCM ResearchFest

8. Prevention versus Response
26%
DAS Expects to be More Proactive in ALL Regions
ESPECIALLY
North America & Brazil
May 22, 2014
MIT SCM ResearchFest

9. Prevention Response Continuum
DILBERT (SCOTT ADAMS) – © 2014
Prevention Response Continuum R P $ $
WHAT FITS YOUR BUSINESS?
Industry?
Customers?
Financial Position?
Strategy…?
May 22, 2014
MIT SCM ResearchFest

10. Alignment: Strategy & Execution
Attitudes
Control / Influence
Work Breakdown
Reactive / Proactive
Communication
Organizational Perceptions
THERE ONLY EXISTS A 7% DIFFERENCE IN RESPONSES BETWEEN STRATEGIC AND TACTICAL EMPLOYEES
May 22, 2014
MIT SCM ResearchFest

11. Risk-Opinion Distribution
50% of perceived disruptions are due to raw material supplier / manufacturing quality & quantity issues.
May 22, 2014
MIT SCM ResearchFest

12. The “Blueprint” of a Resilient Employee
Doesn’t Exist!
[in the data collected]
May 22, 2014
MIT SCM ResearchFest

13. The Frequency of Supply Disruptions
China / ASEAN countries experience the least number of disruptions. Are more proactive and have little difference with their prevention expectation.
European countries experience the most disruptions. Are less proactive & have a large difference with their prevention expectation.
May 22, 2014
MIT SCM ResearchFest

14. Key Insights… Corporate culture can overcome social culture.
Disruptions to product supply are not always from unanticipated [negative] disasters.
Employees that feel valued in their roles place significantly more focus on planning ahead.
May 22, 2014
MIT SCM ResearchFest

15. THANK YOU!
May 22, 2014
MIT SCM ResearchFest