In the recently organised seminar on `Management Consultancy on the learning curve' organised by the Industrial Management division of the National Institute of Industrial Engineering (NITIE), P&G's efforts at streamlining its supply chain were encapsulated in a film which used the MIB analogy. The film illustrated how the managers at the company's Mandideep plant managed to reduce costs, cut down on inventories and increase customer satisfaction besides winning accolades from the Cincinnati-based parent. The key learning that emanated out of the exercise, according to P&G associate director (customer service & logistics) Rajesh Achanata: ``Change of a largemagnitude across the supply chain requires tremendous amount of motivation and clarity of vision within the company's ranks.''

The seminar and panel discussion threw up a host of insights emerging out of the interface between management consultants and the industry at large. According to PricewaterhouseCoopers (PwC) executive president, Sharat Bansal: ``In the dynamic, fast-changing business environment of today, Virtual Supply Chains are fast becoming a reality.''

In his presentation on `Virtual Supply Chain: A myth or reality?', Bansal pointed out that the key requirements for organisations looking at virtual supply chains are robust internal processes, preparedness to take on third party partnerships and a strong customer orientation. On the flip side, supply chains in India are on a doom loop, warned Booz Allen & Hamilton senior consultant Neeraj Agarwal, given the distribution logistics, databases and related challenges that exist in the country. The more polemical questions raised in the seminarrelated to the necessity of management consultants in the context of ushering change within organisations. ``Management consultants bring in the focus and impetus for change. They act as catalysts to this transformation,'' explained Bansal taking up for the consulting community.

Added MH Nayak of Glaxo Wellcome India: ``The role of the consultants is to bring in the best practice to the organisation, educate and facilitate the redesign, ensure that the reform process is on track, bring in objectivity and challenge the organisation with the right questions.'' Reality check: is your consultant doing that?