Is the term "demand responsiveness" a true call to action on the part of manufacturers, or is it just another buzz phrase? Rakesh Sharma, president and founder of Zyom Inc., believes it can have real value. He defines the term as an approach whereby companies with physical products work closely with an "ecosystem" of partners on the sales side, communicating through multi-tiered channels. Finding out in a timely fashion what has changed in those channels is no simple task anymore, given the expanding network of partners in outsourced relationships.

Crossbeam, a provider of enterprise network security solutions, found it struggled with meeting same-day and next-day delivery requirements mandated in its service-level agreements, says Jim Curley, director, manufacturing & technical operations. It needed automated export compliance from a company with a global footprint, says John Miller, senior vice president, global business development, Flash Global Logistics.

Establishing a local command center, carefully defining and addressing such information requirements as product descriptions, then setting up efficient supply chain lanes are three critical factors to success in Brazil, says John Miller, senior vice president, global business development, Flash Global Logistics. Moreover, the same formula often can be applied throughout Latin America.

Gas and electric utilities may have a number of unique operating characteristics, but they share with other industries the need to emphasize customer service, operate safely, create a reliable supply chain and reward shareholders. PG&E's pursuit of those goals led it to integrate formal sales and operations planning (S&OP) into the organization.

Misalignments in the many linkages of the supply chain lead to variability in delivery performance or in demand, says Dale Houle, chief technology officer at AGI-Goldratt Institute. The theory of constraints can help nullify the effects of that variability.

So much of the attention focused on supply chain sustainability has to do with energy conservation, regulatory compliance and the like, says Todd Stark, chief operating officer of Fair Trade USA. But companies and consumers shouldn't forget that the workers upstream need to have fair wages and safe and clean working environments.

From sourcing to delivery, the supply chain is now the most horizontal function in the enterprise, says Tony Pittman, director of global procurement at HP. And any role that has such wide-ranging impact, from how money is spent to affecting the customer's experience, needs highly trained managers and workers.

Most companies go through some form of portfolio planning, whether they use that term or not, says Eric Symon, principal with Digital Tempus. He defines it as a strategic effort to determine "what products you're going to sell to whom, and what businesses you're going to invest in." The model can help businesses to understand which products are growing in demand, and which need to be phased out.

BT Global Services provides managed networked IT services for business and government organizations around the world. Its expertise begins at home, says Keith Sherry, the company's general manager of supply chain solutions. BT procures some $16bn in products and services for 30,000 engineers and 1.3 million customers.

The efficiencies and cost-containment initiatives that the physical supply chain has seen have not been brought to the financial supply chain by most companies, says Robert Kramer, vice president for working capital solutions at PrimeRevenue. That's unfortunate because there are literally trillions of dollars in accounts receivable in corporate supply chins that can be freed up, he says.