Human history has been defined by periods of innovation, which have ultimately changed the way humans interact with the world. One such innovation is the internet. The advent of internet has enabled the introduction of new efficiencies in existing business practices, and has given birth to entirely new businesses and industries. Currently, humanity is on the brink of another revolution, even bigger than the internet itself- the Internet of Things.
The Internet of Things (“IoT”) is a network of physical objects embedded with software, sensors, and network connectivity. These technologies enable everyday devices to sense, communicate, and control, transforming these objects into “Smart Connected Products.” The devices that are a part of IoT ecosystem primarily include, but are not limited to, RFID tags, sensors, barcodes, quick response codes, thermostats, and actuators. These devices have been around for quite some time. However, recent innovations in the technology space, such as miniaturization of physical components, increases in computing power, and the rise of smartphones have made connecting these devices technically and economically feasible. We now have the ability to seamlessly process the data collected by these devices, and convert it into valuable information.
While consumer adoption of the IoT in the form of wearable technology and connected home appliances generate majority of the media buzz, the impact of IoT in the business world is potentially far greater. McKisney Company estimates that the IoT will create as much as $11.1 trillion in economic value globally. This article explores a few approaches that companies could adopt to gain competitive advantage in the transitioning world.
1. Understand to Accel
The entire IoT ecosystem is built around gathering, analyzing and processing of data. It is not surprising that any company who wants to succeed in this new world needs to have a great appetite for collecting and analyzing large amounts of data to recognize the hidden value. It is recommended that the companies should invest in developing capabilities to collect, store and analyze data efficiently. Data collected from smart products will help companies establish stronger relationships with its customers. Monitoring the constant stream of data coming from thousands of products will accurately reveal how customers use a given product. This understanding will have huge implications in advertising, product design, market segmentation, and after sales service. By understanding the value of a product to a specific customer, companies will be able position their offerings to the right customer, at the right place, and the right price.
2. Design to Delight
Gone are the days when companies designed products to satisfy customers’ demand. Today, the business landscape is ruled by the companies who create innovative product offerings that can drive consumer behavior, and create demand. To gain a competitive edge in the future, companies will need to design products that not only satisfy customers, but also delight them. Until recently, products represented the simple integration of mechanical and electrical components to accomplish largely singular tasks. New, smart-connected products will offer exponentially expanding opportunities for newer functionalities, greater customization, and higher utilization rates. Companies should focus on designing products that enable users to monitor, control, optimize and automate, though some of these capabilities will be interdependent. For example, to control its environment, it is essential for a product to monitor its surrounding. Depending on where in the value chain the company wants to position itself, it should wisely choose to offer one or more capabilities listed above. At the same time, companies should be careful not to get into a race to offer more features than what customers are willing to pay for.
3. Collaborate to Conquer
New capabilities introduced by the IoT will not only reshape the competition within industries, but also redefine the boundaries across industries. New products will need to communicate with the user as well as other products existing in its surrounding, to optimize its performance and achieve full functionality. For example, in smart homes, a thermostat will communicate with a car to identify when someone is about to reach home, then pass on this information to the HVAC system and set the desired temperature. Thus, the competition will shift from individual products, to a system of products. In such an environment, companies that establish early partnerships to explore synergies for their products will have leverage over competition. Companies can collaborate to push boundaries of design, and offer broader set of choices to customers than they could provide individually.
Developing smart, connected products will require skill sets such as software development, systems engineering, data analytics, and online security expertise— skills that are rarely found in manufacturing companies. To overcome this skill gap, companies should either develop in-house, capabilities or collaborate with companies who have expertise in these functions.
Do you think your company has what it takes to compete in this new world of smart and connected products? Spartan consulting can help you form a strategy and gain competitive edge over the Internet of Things.
Riyaj Gilani is Director at Spartan Consulting, and is currently pursuing his MBA at Michigan State University.
Your company has spent hours working with suppliers to find the optimal balance of price and quality. You have negotiated, compromised, and signed contracts; so, what happens now? In the past, many companies would dismiss the supplier until the next order or delivery was needed. Not anymore. The attitude toward supplier relationships has changed over the past decade. Companies now understand the importance of maintaining close relationships with their suppliers. In 2014, 53%  of procurement departments made improving collaboration a top strategy for the year.
There are many reasons to improve relationships with your suppliers. This article will focus on what we believe are the three important reasons for most businesses.
Knowledge is the Key to Success
It may help to think of your suppliers as gate-keepers. Their knowledge extends beyond the products they supply you with, and very often can encompass production processes or use cases you would never have known about. As your relationship with your supplier deepens, they are likely to be more open to providing their own alternative solutions or products that could decrease your costs, increase your quality, or could provide new product innovations for your company entirely.
Knowledge transfer from both parties is paramount to success in a customer/supplier relationship. Only when both customer and supplier can understand each other’s deeper motives throughout the decision-making process, can all parties can provide better service. The shared information will vary from industry to industry, but the ideas are the same. If you let your supplier be a friend rather than simply a means to an end, both parties will benefit.
Competing on Innovation instead of only Price
“Let us ask our suppliers to come and
help us to solve our problems” –W. Edwards Demming
Your suppliers are consistently innovating on their own ideas and processes. While some of these innovations may have trickled down to your company, you can be sure that some were kept for their best customers. As the relationship grows between your company and your suppliers, your key customer status may provide you with benefits that were previously unavailable.
Depending on the industry, benefits can be defined in many way. , For example, Procter and Gamble expects more than half of their innovations will come from outside their own R&D group this year. While Procter and Gamble is likely a bigger customer to their suppliers than most companies, the story is similar. If you have a good relationship with your suppliers, they can provide you with innovations that could put you in the forefront of your market.
Long-Term Relationships Create Financial and Strategic Value
Close relationships, both inside and outside of the business world, have the potential to create value for you in many ways. For a customer/supplier relationship the benefit can be both financial and strategic. In its most basic form, a close supplier could provide your company with volume discounts, ensure your deliveries arrive on time by putting you first, and work with you to lower inventory costs.
It is important to realize that as your company grows, you become a larger part of your supplier’s revenue, and in doing so, the success of both companies become intertwined. This is the point where strategic value is jointly created. This value could be created by sharing innovation, allowing your company to be first to market with a new technology, or by jointly creating new ideas. In some cases, one party may financially assist a big growth move that could jointly impact both companies. Regardless of the way the value is created, an ongoing relationship is paramount to organic growth that is fueled by factors outside of your company.
These are just three of the many reasons to reevaluate the relationship you have with your suppliers. Every day, more companies are moving to a supplier relationship model that enhances competitiveness in an ever-growing marketplace.
Do you think your company can benefit from changing your mindset towards suppliers? We at Spartan Consulting encourage you to take a deeper look at your supplier relationships to ensure you are positioning yourself correctly for your future growth.
Josh Palmer is a Director at Spartan Consulting, and is currently pursuing his MBA at Michigan State University.
Technology has always been an enabler and a disruptor of business models throughout history; that is nothing new. However, the pace at which businesses adopt new technology has certainly been increasing, owing largely due to two factors: 1) increased connectivity of people enabled by the web has made it very easy to create, test, and deploy new technologies; 2) the rise of specialized startups which can target a specific part of the value chain and provide services at a lower cost due to innovative business models. These factors, along with external pressures have forced companies to proactively look for new technologies and disrupt their own business model themselves, rather than wait for an upstart to force their hand.
That being said, the universe of new technologies is vast, and as such it can be a time consuming process to identify what’s out there. Therefore, this article will focus on a few key new technologies and talk about their genesis and potential use cases.
Gartner defines public cloud computing as a style of computing where scalable and elastic IT-enabled capabilities are provided as a service to external customers using Internet technologies. Amazon, the web-based retailer, pioneered this area of computing and is now the clear leader in this area, followed by Microsoft Azure and Google Cloud Platform. Despite having a slow initial adoption, cloud has steadily risen to the top of Chief Information Officers (CIOs) agenda as a means to maintain competitive edge. Transition to cloud has multiple implications to the business model: 1) fast, scalable deployment of services allows companies to expand their customer reach significantly and increase their arsenal of services without a substantial capital investment in IT infrastructure; 2) CIOs must rethink their IT budgets, retrain their IT personnel, and rationalize their IT infrastructure components to adopt to a cloud-based world. However, with a plethora of cloud options at a CIO’s disposal, she must carefully evaluate her company’s needs to select the right vender.
Machine Learning at its most basic is the practice of using algorithms to parse data, learn from it, and then make a determination about something in the world. Machine learning is extensively used in many widely known situations: 1) self-driving cars from Google or Tesla; 2) online recommendation offers like those from Amazon and Netflix; 3) Tweet analysis for prediction of election results (clearly this one needs more work!); and 4) fraud detection. While machine learning is not a very recent phenomenon, it has much renewed interest owning to the huge amounts of data being generated from everyday objects (i.e., Internet of Things). All top software vendors like Google, Microsoft, IBM offer various machine learning packages, and are investing heavily to improve the capability of machine learning. The applications of machine learning are widespread, and service industries like banking and healthcare are most likely to benefit directly from improvements in this field.
A blockchain is a data structure that makes it possible to create a digital ledger of transactions and share it among a distributed network of computers. The core benefit comes from the fact that once a transaction is made, an immutable record is created only upon confirmation from all the nodes in the distributed network, thereby ensuring a high level of accuracy and deterring fraudulent transactions from occurring. While blockchain was originally developed to aid in Bitcoin transactions, it has become a revolutionary technology on its own right, with financial institutions and IT consulting firms rushing to the fore to develop their own brand of blockchain technology.
The days of reactive technology adoption are over. CIOs are changing gears to become their firm’s technology evangelists, and the future promises to bring new and innovate business models to life. Hence, it’s more important than ever to have a strong IT based strategy in place. So if you think your company is ripe for a adaption of new technologies, reach out to our brilliant consultants at Spartan Consulting Inc.
Farah Ferdous serves as VP of HR at Spartan Consulting. She has experience working in Banking and Consulting across multiple countries.
Source: Data from Gartner, Wall Street Journal - CIO Explainer: What Is Blockchain?
Look around you, everyone is connecting and interacting with others, but not in the traditional way of in-person communication. Instead people are connecting through their smartphones and computers. The social media scene has exploded in recent years, from Facebook to Snapchat, a typical user has over 5 social media accounts.
The average time spent on Social Media is 118 minutes per day per user, which is up from 109 from last year. This increased time spent on social media by consumers is not only to interact with friends and family but has also become a key form of media in which people interact with companies and brands. This is especially true for younger generations. for In fact, a third of Millennials say social media is one of their preferred channels for communicating with businesses. Do you have a strong social media presence to interact and engage with your customers?
Companies around the world use different forms of social media to extend their reach beyond traditional advertising of TV and print. Among top 100 global brands, YouTube is the most widely adopted social network; all 100 companies maintain at least one YouTube channel. Twitter is the second-most adopted at 98% followed by Facebook and Instagram. Having an online presence does not necessarily translate into success, but it is a great start.
A company that has perfected its social media presence over the years is Starbucks. The company not only exists online, but also ensures it is continuously increasing its reach by producing and sharing content on a regular basis that is relevant to its customers. They do this by creating and sharing aesthetically pleasing images and videos of new products and promotions. The content does not only promote products but also calls for engagement from the followers by asking them to share their favorite Frappuccino picture to tweeting about their Pumpkin Spice Latte. This level of engagement by the fan base allows the message of Starbucks to increase reach, and influence not just the fans but also rest of their social circle indirectly, ultimately leading to increased customer base for Starbucks.
As seen from the Starbucks example, social media presence does not mean spending millions of dollars on advertising but instead it’s more about acquiring millions of fans or followers by creating content that is both meaningful and engaging. This allows you to differentiate yourself from the crowd and make your customers want to associate themselves with your company or brand.
Does your company or brand exist on social media, or more importantly, are you engaging with your customers more and more through social media? Let Spartan Consulting help you take a deeper dive into your social media strategy.
Ajay Singh serves as the VP of Sales at Spartan Consulting. He has experience implementing continuous improvement projects as a Supply Chain engineer in the 3PL industry. His past experience has included retail, CPG, and technology clients.
Your company has defined its strategic plan. You understand how you are going to increase profit, innovate new products and deliver value to shareholders/owners. I pose two questions to leadership: do you have the right workforce in place to accomplish your goals? Do you have the right talent pipeline in place to sustain your current competitive advantage?
Leaders know that the talent in their organization is important. However, leaders may not be aware of how competitive the talent landscape has become. Low unemployment, a shrinking labor force, a generational shift in work expectations and emerging industries are all factors that contribute to a competitive labor market for employers.
At the end of October, the national unemployment rate in the United States was 4.9 percent (according to the Bureau of Labor Statistics) and the rate has hovered at or below 5% all year. In economic terms, we are approaching full employment. Due to how unemployment is defined, 100% percent is an unattainable and undesired goal. As an example all graduate students over the age of 25 are considered unemployed, but are considered a leading indicator for a growing economy. A low unemployment rate translates into a diminished labor pool for employers. While your company may be located in a location with a higher rate of unemployment, that may not translate to a larger talent pool for your organization.
In much of the developed world, fertility rates are declining and the share of the population over age 65 is increasing. According to the US census, the rate of the working population will steadily decline from 62 to 57 million over the next few decades. While the number of millennials in the workforce continues to increase, following generations will not replace them in similar numbers. If your industry relies on a large workforce (mass market retail as an example), how does your long term talent strategy account for a workforce that will shrink over time?
The expectation of a 30 year career at the same employer is no longer the norm in the United States. Many individuals entering the workforce assume their career will progress amongst several different companies. This helps and hurts employers. On the positive side, many employer sponsored benefits are not intended to cover a person for life, but rather their time spent at the firm – decreasing costs. Voluntary attrition on the other hand can be extremely expensive. Often time, a company loses highly skilled and high performing individuals to competitors. With the expectation that an individual will only stay at a firm so longs as their career is progressing and they are satisfied, companies have the added hurdle of creating an environment that encourages high performing talent to stay.
Finally, the landscape in the war on talent has shifted. As an example: investment banks used to compete with each other when securing top talent from top universities. Now, those same banks compete with companies like Google and Facebook. Firms that may not have been in existence when the new hires were born. The technology industry has helped to break the mold of what a traditional career path looks like. Younger people are more open to jungle gym like careers that twist and shift as opposed to a career ladder that only moves upwards.
By now, I hope to have convinced you that the war on talent is real. It is not solely comprised of companies fighting for person X, but rather a complex environment where macro level factors influence the business environment. The first step is to admit something needs to be done; it is to acknowledge that taking a look at your talent strategy both long and short term is critically important. The success and failures of a company rests in the hands of the people that run the organization. We at Spartan Consulting encourage you to take the time to reflect on your firm’s strategic goals, and ensure there is a talent agenda aligned with that specific business strategy.
Melody serves as the VP of Marketing and Business Development. Prior to returning to school to pursue an MBA, she worked in a variety of HR roles at an investment bank.
References : Bls.gov , Census.gov
There are abundant cases in business history about successful and unsuccessful M&A deals, and the automotive industry is no exception. The potential synergies of sharing resources, platforms, processes and parts are just too large to ignore. As illustrated in the famous presentation by Sergio Marchionne, the FCA Chief, in his “Confessions of A Capital Junkie”, the automotive industry is earning a ROIC far lower than WACC, the required return by both bondholders and equity holders. In other words, the automotive industry has been destroying stakeholder value for quite a long time. The remedy to this problem, according to Sergio, is large scale of industry consolidation through M&A.
The idea is fairly straightforward:
Take perhaps the most famous case study, Daimler Chrysler, as an example. Before the 1990s, Chrysler had been a huge turnaround story. The margins had been improving year over year, higher than other major OEMs; Chrysler had been cutting its vehicle development cycle so drastically that it only took half the time for Chrysler to develop a new vehicle, which contributed to its efficiency and cost reduction. Daimler came along, and promised great benefits for a combined vision: product lineup complementarity, cost reduction in vehicle development, and combined market share and power. The most valued promise in Chrysler’s eyes, is that Daimler would not make Chrysler a mere part of Daimler. However, it proved otherwise. The Germans were eager to fold Chrysler in and consolidate the resources for the benefit of Daimler. In a manner of fast integration, Daimler basically scrapped the processes and best practices accumulated by Chrysler, and imposed the “Daimler Way” on it. This “Shotgun Marriage” created a genuine disaster: the promised synergies were never realized, which left a broken and battered Chrysler. After 9 years, Daimler sold Chrysler at a price that was far from its acquisition cost.
The major reason for failure in this case was that Daimler sought fast integration in ignorance of what it really wanted from Chrysler. What was good about this marriage was that Chrysler had a lot of best practices, processes and experiences, not merely resources that could be easily duplicated. These were the distinct of ways of doing things that cannot be wiped out. In short, what Daimler really needed to do was to find out the cultures and the processes that should be sustained while slowly folding in the duplicable resources. It was not easy. It needed both parties to sit down and talk through all the major details and work out a long-term strategic plan on how to successfully integrate.
One might ask, have there been any successful mergers in the auto industry?
So far, the only case that might be positive is Renault and Nissan.
There are many distinct features in this deal. The most obvious one is that it is not a straight M&A at all. It is a cross-holding partnership, as boasted by both companies, without full integration. The merit is obvious: while preserving each other’s distinctness, they can share lots of indiscernible resources to lower cost. Indeed, both companies have been slowly integrating with each other:
The result is stunning: both companies emerged from near bankruptcy, and the combined alliance today enjoy a market share and profitability that is enviable to other OEMs.
Going forward, the auto industry is trying to embrace the digital era by partnering or acquiring tech startups, in order to acquire critical capabilities that they don’t have. In light of the cases in industry history, OEMs must be careful of the fashion they conduct post-merger integration. It could be either a glorious victory or a disastrous failure that smothered both companies.
Let Spartan Consulting help you optimize your business partnerships. Click here to contact us.
Qian Yang serves as VP of Finance of Spartan Consulting. He has experience in automobile joint venture management, analytics, negotiation, supplier relationship management and executive communications.
To most people in the business world, the phrase “Lean Principles” brings an image of a manufacturing plant that has waste reduction at its core. Historically, this would be true. Lean principles were derived from the famous Toyota Production System, or TPS, which was developed in the late 1940s by two gentlemen called Taiichi Ohno and Eiji Toyoda at the Toyota manufacturing plants in Japan.
Sakichi Toyoda, the founder of Toyota, came up with the most primitive form of lean manufacturing with what came to be known as ‘just-in-time production.' Central to his philosophy was the urge to direct maximum efforts towards producing what the customers needed by limiting the extent of mass production. He put the first ‘pull-system’ in place. The pull-system meant quite literally what you think- to replenish products that were already “pulled” (or, bought) by the customer. In an industry where manufacturers like Ford, with their Model-T, were pushing their cars onto the customers, the concept of ‘pulling’ was a totally alien one. Sakichi, however, was working under a different environment where space, labor, and other resources were a major constraint. It was critical to him that he made the most economical use of the resources he had.
With time, newer concepts like ‘Jidoka’ (Japanese for autonomation), ‘Kai-zen’ (Japanese for continuous improvement), and ‘Heijunka’ (Japanese for load-levelling) were added and the Toyota Production System or Lean Manufacturing as we know it came into being and took the auto-industry by rage. Toyota, by focusing on waste elimination and implementing lean principles, was able to provide excellent quality vehicles at extremely competitive pricing and the customers loved it. So much so that, other manufacturers visited Toyota plants to learn from them and go ‘lean’ in their operations, colleges started teaching lean philosophies in their curriculum.
If you had asked anyone ten years ago, “What is the future of lean manufacturing?” they would have told you how, after making its way into developing economies, developed nations would also implement them and that it would be the only way the manufacturing industry would operate. Today, however, lean principles have made headway into industries that no one would have thought of. Lean is no longer just a tool for making manufacturing processes more efficient and customer oriented. Lean principles are used in any and every business process more efficient. This was startling to me initially because I could not see how that concept would diffuse into other business processes. However, as I revisited the principles and gathered a greater understanding of what “going Lean” means, I saw its application everywhere.
Going lean, fundamentally, means utilizing one’s resources to the maximum potential. Any process, inherently, has wastes and inefficiencies built into it. Going lean involves looking at those processes and analyzing what steps are value-add and what are not. Going a step further, it means taking a bird’s eye view and thinking outside the box. If a step is a value-add, Lean asks if you can make it more efficient; if it is not, Lean asks how you can redesign the process so that that particular step is eliminated. And you can do this with any process.
I learned this first hand when I attended a Lean seminar organized for conducting animal research. The research industry has been the latest adopter of lean philosophy and is seeing the benefits of it. I know what you are thinking - why does a research industry need to be lean? Its primary focus is to conduct research and invent new drugs based on the results. Sitting at that seminar, I was thinking the same. An hour into it, though, my perception was completely different.
The daily operation of a research facility has so many moving pieces. The cages of animals need to be monitored and maintained to ensure that the conditions are as per the requirement of the researcher. What this means is the attendant has to go through hundreds or even thousands of cages, check parameters like diet and temperature, and make changes where required. A simple Kanban (Japanese for label, a Lean concept) system makes this tedious task easier for the attendant who tracks it. Cages are the end result of all the efforts. Imagine the complexity in supplies if each cage had to have a specific kind of bedding, water, food. Maintaining the warehouse using visual codes and organizing the storage place using 5S techniques saves the employees time to look for the right item. It also enables them to realize that a particular item is running out of stock quickly and that a new order needs to be placed.
In conclusion, Lean Philosophy, to me, simply means making small changes in increment and always. It is a thinking shift that enables an individual to look for opportunities to improve his or her work area. It also means putting a system in place that is logical and reflective of the task to be done; and by system I mean something as simple as labels on the cage. Lean principles make a process more robust and not man-dependent. So, next time, look at your workplace and see where you can go ‘lean’ yourself.
If you are having troubles finding that, reach out to us and see how we can help you go ‘Lean’.
Rachit Shah serves as VP of Operations of Spartan Consulting. He has extensive work experience in the automotive industry where he worked with numerous new product development projects with the biggest auto-manufacturer in India.
One of the most interesting aspects of Supply Chain Management is the concept of Service Supply Chain – the intersection of Marketing, Customer, and the conventional Supply Chain. Different people define Service Supply Chains differently, but essentially I see it as everything that goes behind acquiring, servicing and satisfying your customer base from a service and experience angle. By combining the personality of Marketing and the efficiency of Supply Chain, companies can revolutionize the way they approach their customers, while improving the way they operate.
This looks different for different industries. Take a local chain restaurant – from the point a customer decides to eat at a restaurant, to the experience of the meal, to the billing afterward – at every point along the customer journey there are literally hundreds of ways to optimize the process.
Traditional Supply Chain methodologies and metrics can be especially helpful in this regard. Concepts like Lean, Agile, Digital and Collaboration all feed into optimizing the customer journey. Continuing the example of our local chain restaurant, we might ask the question: how can they use Supply Chain principles to improve the way they acquire and service their customers?
From a customer acquisition stand point, one might ask how much a customer costs to procure. What can an organization do to get more bang for their buck? Let’s approach the problem as procurement consultants – we can start by looking into the leverage we have over our advertising partners, or challenge the methods we are using to attract our customer base. We might ask what the “Total Cost/Benefit of Ownership” is for our customer base, and whether we should alter our marketing methods to improve this ratio.
I recently ate at a popular national chain where the waiter greeted me and put a brown paper bag down in front of me.
From an experience standpoint, we could look at customer satisfaction metrics (perhaps indirectly, by looking at tipping) to guide our logistics plan. What is the number of wait staff we require to be successful? How are these wait staff using their time? We can fundamentally question how we service our customers. I recently ate at a popular national chain where the waiter greeted me and put a brown paper bag down in front of me. The bag contained a knife, a fork, a spoon, a napkin and a straw. Rather than delivering these basic dining items piece-meal, they delivered them all together in a neat package, right up front. Is that the most cost, time and logistically efficient way to deliver basic dining items? I don’t know – but considering the time it takes to wrap dining instruments, the lost customer satisfaction of not having a certain item and the wastage of over-delivering these items, I can definitely see a use case. The point is, evaluating a customer’s dining experience using Supply Chain methodologies is likely to provide unique insights towards improving the way companies do business.
From a billing standpoint, restaurants could question the logic of a traditional way of billing their customers. Think about the time waste that goes into delivering a bill on paper, swiping a credit card, and then delivering the bill back to the client, only to have to charge a tip later. The whole process reeks of inefficiency. At the same local chain I recently ate at, I checked myself out using a tablet that was sitting on the table. I could verify my bill, swipe my card, and request my receipt via email. These are lean and digital principles at work – minimizing waste and maximizing customer value.
Companies can no longer afford to think in functional silos. A Service Supply Chain way of thinking bridges the gap between finance, conventional Supply Chain and marketing and can render significant profit, efficiency and customer service gains for those companies that start looking at the bigger picture.
Spartan Consulting can help you look at your Service Supply Chain. Get in touch with us here, and see how we can help.
Kevin Hill serves as President of Spartan Consulting. He has experience in performance improvement consulting in a wide variety of industries and is currently completing his MBA at the Broad College of Business.