The key principles of supply Chain Management are mentioned below: 

(i) Adapt Supply Chain to Customer's Needs: Customers' requirements are addressed in the training of both businesspeople and supply chain specialists. We separate clients into distinct categories to better understand them, which we term "segmentation." ABC analysis, which divides customers based on sales volume or profitability, is the most basic method of segmenting customers. Product, industry, andtrade channel segmentation are additional options.

(ii) Customise Logistics Network: The logistics network is the next item to personalise once you've divided your consumer base. To service various segments, you must customise distinct logistic networks. Companies must plan and manage their logistical, warehousing, and transportation activities to fulfil the unified standard. For example, you may already have separate logistics networks for different customers if you were a contract manufacturer in China. Each client in the United States or the European Union may already have control over raw material

sources, and may request specialised manufacturing lines, as well as 3PL businesses and air/sea carriers. As a result, logistics network design is a customer driven project.

(iii) Adopt Both Service and Financial Metrics: According to Anderson et al, Activity Based Costing (ABC) should be used to estimate client profitability. There is, however, an intriguing twist to the ABC principle. In his book "Accounting and Management: A Field Study Perspective," Robert Kaplan and W. Bruns established activity based costing in 1987. In 2003, however, Robert Kaplan stated that maintaining the ABC costing model to reflect changes in activities, processes, goods, and consumers is tough. Then he created Time Driven Activity Based Costing, a more refined idea.

(iv) Strategically Outsource: Outsourcing entails enlisting the help of other parties to complete certain duties on the company's behalf. It is the quickest approach to saving money. However, while outsourcing work, there are several golden standards that must be followed. It is recommended that businesses do not outsource their core competencies. Vendors for outsourcing the task should be selected accordingly. It is always preferable to retrain a small number of employees who have sufficient knowledge and experience to manage outsourced vendors.

(v) Create it That Facilitates Multi-level Decision-making:  If you search for vital success factors on Google, you will get a wealth of material. You can also learn how to properly deploy ERP (Enterprise Resource Planning) in your present company. To support the re- engineered business process, enterprise - wide systems are replacing several rigid and poorly integrated systems. It's improving people's knowledge of process flaws, and it's helping businesses figure out what kind of technology they need.