On Second Thought: No silver bullet for supply chain security

   So much innovation has occurred in recent years to improve GPS, video and tracking technology. So much that many people believe there is a silver bullet solution to secure supply chains easily. As I tell the companies I work with, that’s just not the case. Real security takes a consistent, disciplined approach over time to improve visibility and maintain improvements for the long term. Following are some of the key things I have learned to help you in your efforts.

   Step 1. The first step to security improvement is conducting a thorough and honest assessment of the state of your supply chain. That means the good, the bad and the ugly. Having the confidence to create a security program that you know will work means understanding where you need to improve and exactly how that will be accomplished. You can’t do that by glossing over the details. Get into the weeds. Meet with you managers, your guards, your drivers, your operations people and your customers. Validate information based on actual observance and evidence, and quantify what you can. Prepare a practical business case for management based on your assessment that shows the real financial benefits of improvements with a clear plan of action to drive improvement.
   Step 2. With your approved program in hand, get to work immediately fixing the major issues. To do this you will need to focus on hot spots and weaknesses in the supply chain. Here is where tracking and visibility technology can really help. Based on historical loss data, identify trouble lanes or specific facilities that pose the greatest risk. Layer in different techniques and technology to shore up the hot spots. For high-value loads, I chose to use in-carton GPS tracking to ensure that high-risk shipments are secure. At the same time, make sure you are collecting some quick wins. It’s important to show progress, not only for management, but also to build credibility and morale among your staff. This will go a long way toward achieving a strong foundation for ongoing improvement and unity.
   Step 3. As you take steps forward, make sure to quantify progress both in terms of hard cost reductions and in risk mitigation and value generation. Take credit for the wins and communicate that to management, your staff and the company as whole. Even more importantly, let your customers know how well you are doing. Use security as a marketing tool to support retention of key customers and to attract prospects, particularly for high-value customers that bring higher margin freight into the network. This will be critical in encouraging management to continue support of security advancement. Making security part of the core strength of your organization puts your supply chain in a whole new light as a business growth platform and tool for operational excellence. Investments in supply chain security, when properly positioned, are part of larger business initiatives built on visibility, financial innovation, corporate responsibility and speed to market. Often times, security issues are symptoms of bigger problems in the supply chain. As you address those problems, don’t take a small view of your role in advancing supply chain excellence and the overall positioning of your company in the market.
   Step 4. Always remember, you can’t do it alone. Supply chains by their very nature are made up of many links, sometimes extending across the globe with many different parties and interests at play. To reach long-term success, you have to build a culture of excellence and discipline both within your organization and out. It all starts with communication. Make sure to communicate security’s key role in supply chain innovation to your staff, from your top managers to your drivers and gate staff. Everyone should develop a sense of pride in achieving the ultimate goals of the company as whole. Take time to create opportunities for people to share experience and comradery. Some may see it as unnecessary, but you will see it as the thing that drives improvement continuously and keeps everyone on the same page. 
   Don’t stop there. Extend your culture externally to build a community around your supply chain. Since the beginning of my career, I have believed strongly in partnerships with law enforcement and local authorities to support my supply chain initiatives. They have always been open and willing partners. Some of my best professional friendships have been developed as a result. When you have trouble lanes or a loss incident, these partners will make all the difference. If they know you and what you are all about, they can act more effectively. 
   There are no silver bullets for supply chain security, but if you follow these steps you should be able to keep the werewolves at bay without them.