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Creating fear - Ability to confidently explain that your client’s business is in danger if they don’t focus on supply chain. Then dust off the old slides and provide recommendations for IBP, ERP, automation, machine learning. Rinse and repeat.
I guess I will start the conversation off… I think inbound planning is not as valuable as a few years ago as business are limited by raw materials shortages, therefore they are having to work with what they can get from their suppliers. I think we are seeing a greater focus on logistics, visibility and inventory management skills because of this.
Within logistics, look at Warehouse Management. Be it WMS systems or execution automation like ASRS, AMR, VLM, Conveyor belts. Rooftop consolidations are happening so we will see mega DCs.
I’m in planning, so certainly biased, but certainly a lot of focus on the tactical planning window. How can I maximize utilization of my existing plants and network? This is especially true in todays environment where demand has exceeded supply for a while.
Optimizing inventory to improve cash flow and ensure you have the correct inventory and WIP when you need it. Related to that, collaborative planning and replenishment with upstream and downstream suppliers and customers is important - determining where in the supply chain inventory buffers should sit and then structuring agreements so the cost doesn’t entirely fall on that party who needs to increase their inventory. Planning systems are becoming better at managing this collaboration and providing visibility to all parties. So many companies still plan off of excel and are seeing the benefits of an APS
Indeed, I meant APO
What I see in the environment right now is a big push for DC automation. Clients are pressured by investors to get more "automated" and sometimes it wont even make sense for pallet in pallet out DCs. Also WMS systems. If you know how a DC works and identify opportunities for improvement while also have some technology breadth when speaking and implementing with clients you will be pretty set imo.
If the OP is asking what is the most valuable skill for a consultant over time in a firm, I can assure you it ain't WMS. Before someone pops off with an anecdote to disprove this, please don't.
The closer your work is to becoming a transaction the less valuable it is. In the 1990s if you knew ABAP, we charged clients $250/hour for an SA. It's hard to get $250 an hour for an SAP director now and they are paid much more now then that director was paid in 1990s.
Cost compression is making WMS work difficult for top flight firms to stay in the industry and support gross margin.
Now, if you want to be an independent consultant that charges enough to make $150k in today's dollars over your career, then WMS is a good place to be. Get 4 or 5 multi-year contracts and you have a career. It's not a lifestyle for everyone, but many have found it satisfying.
Great question
TMS & WMS
Mentor
I think visibility technologies and overall data analysis are core.
I.e Control Towers, Dashboarding etc.
Visibility in the Supply Chain is paramaount for quick decision making.