The 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. Firms separate clients into distinct categories to better understand them, which term "segmentation." ABC analysis, which divides customers based on sales volume or profitability, is the most basic method of segmenting customers. Product, industry, and trade channel segmentation are additional options. Customers should be separated based on service demands, such as "sales and merchandising needs" and "order fulfilment needs," according to Anderson et al. at the time. The organisation should concentrate on the demands of their customers, but this does not appear to be enough these days. The reason for this is that their clients may not realise what they require until their rivals provide it. For example, Online Shopping was launched in 2011 as a subscription service (free 2-day shipping and discounted 1-day shipping). People are still debating whether or not this program makes sense today. But one thing is certain: customers are increasingly turning to Online Shopping. The moral to this story is that you should also "anticipate" the wants of your customers.

(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, Organization has separate logistics networks for different customers if they 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) Align Demand Planning Across the Supply Chain: Supply chain professionals are educated to exchange demand data with business partners so that no unneeded inventory is kept on hand. This idea holds in general. Only Walmart, however, regularly shares demand data with trading partners. 

Williams and Waller (2011) published an intriguing report in which the results of their investigation revealed that: 

(a) Using own past order data rather than Point of Sale (POS) data from merchants is more accurate for forecasting demand at the Stock Keeping Unit(SKU)/Customer level.

(b) Using POS data from retailers rather than their history order data for forecasting demand at the SKU/Store level is more accurate than using their historical order data.

(iii) Differentiate the Product by Bringing it Closer to the Client: Dell is well-known for storing components and assembling them until after the consumer has placed an order to boost product variation. This principle still holds true, but you should also examine another principle.

(iv) "Standardisation" is in the Opposite Polarity of "Differentiation": For example, Some cosmetics companies create products and pick packaging and labelling that are compliant with the laws of numerous Asian nations. As a

result, instead of one SKU per country, they only create one SKU that may be marketed in 15 countries. They can reduce costs significantly by standardising products adequately owing to economies of scale. As a result, uniformity is

something you should think about.

(v) Create it That Facilitates Multi-Level Decision-Making: 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.

(vi) 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, several golden standards 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.

(vii) Adopt Both Service and Financial Metrics: 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.