and not well connected . The product development roadmap direction we embarked upon was moving towards a global platforms strategy , similar to what you ’ d find in the automotive industry where you have a similar platform produced in multiple regions with a common supply base .”
Looking at the options the business had , the team came up with a global material management transformation initiative called GMMT . This initially involved bringing in experts from within manufacturing , logistics , IT , finance , and purchasing to brainstorm where to focus first .
In 2013 , a vision was in place to have a globally-integrated network for all inbound and outbound transportation , plus all B2B information exchange ( forecasting , releases , order confirmations , ASN ’ s ) required for supplier relationships , by 2018 . All the regions AGCO operates in were invited to develop what the future of the business would look like ; rather than a top-down approach , the company worked with a tactical execution layer to understand the challenges involved and ensure a
Greg Toornman
Director , Global Materials , Logistics , and Freight Management
better service would be provided .
The plan and approach proved so successful that , rather than being a challenge , it was very efficient to move forward with the globally aligned five year strategy as the regions were key contributors to the future state vision .
“ In any type of corporate-led global initiative , typically you ’ re fighting with the regions or sites for them to embrace it ,” Toornman explains . “ In
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