Home' MHD Supply Chain Solutions : MHD Nov-Dec 2015 Contents PETER MCLEAN
MHD SUPPLY CHAIN SOLUTIONS --- NOVEMBER / DECEMBER 2015
Australia is a large country, with a
Australian businesses contend with:
• A varied political and legislative landscape.
• An individualistic culture and mindset.
• A great distance to market -- both internal
• And limited opportunity for synergy density.
So how do we facilitate connections between
geographically vastly dispersed parties?
How do we bring competitors, customers
and suppliers together, and how can we know if
they're compatible and will work effectively with
How do we develop high-quality relationships
when a great deal of our decision making
in business is just about the financial
What about solution metrics? What
about innovation capacity? What about
competitive/adaptive advantage? What about
Making powerful connections and
collaborating with those connections has a
multiplying effect in building capacity in us,
in our businesses, in our communities, and in
This is because the hidden value in these
relationships is discovered when we start talking
to each other and learn to work with each other
in new ways.
Working with others takes us beyond
'business as usual' type thinking and opens up
a whole new world of commercial opportunities
and other value-adding activities.
Building collaborative relationships is
underpinned by a change of mindset and is
undertaken with ten clear iterative an non
1. Understand and know your supply/
2. Make the right connections within and
across your value chain.
3. Build the right relationships with and
between those connections.
4. Identify and establish mutual benefits(both
tangible and non-tangible).
5. Create the collaborative structure.
6. Determine leadership and governance.
7. Establish collaborative agreements.
8. Document strategic goals and objectives.
9. Manage the collaborative activity.
10.Measure the results.
• Can be small or large.
• ... and can be applied to a wide range of
industry sectors from manufacturing to the
In the past five years, over twenty
collaborative initiatives have been formed across
Australia using this methodology.
Achieving successful collaborative initiatives
is a team effort -- cross-sector, cross-functional
effectiveness requires commitment from all
the participants. Innovation emerges from
within the quality of the relationships we
have with each other and at the intersections
of disparate, distributed networks and
technologies. Working together creates a
platform for realising business and adapting
effectively to market opportunities.
The benefits of applying a proven
collaboration building architecture are
widespread and include:
• Analysis of the current situation and
addressing a problem we face.
• Bringing the right people together and
creating an eco system culture.
• Assessment of collaborative readiness, com-
patibility and feasibility.
• Creating mutually beneficial
• Increasing capability.
• Creating new markets.
• Generating innovative solutions.
• And evaluating the effectiveness of
We live in a networked world!
Complexity and uncertainty pervade the
whole lifecycle of firms, products and services,
and we need to address the concerns of a
diverse range of stakeholders that impact how
we do business these days.
One way of addressing this reality, I believe,
is to start having quality, in-depth conversations
with each other, across our value chains to find
a way through.
It is not always just about the cost. It is more
often than not about creating new value!
Peter McLean is the principal of strategic
advisory firm Development Impacts.
Contact Peter McLean at peter.mclean@
© 2013 Development Impacts Pty Ltd www.devimp.com
4. Identify and
Build the Right
1. Identify &
2. Make the Right
5. Create Strong
7. Set the Mission
Vision and Values
8. Document the
9. Manage the
Creating Capacity through Strategic Collaborations: 10 Steps Pathway
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