Remove 2004 Remove Manufacturing Procurement Remove Transportation
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Supply Visibility: More Important Than Ever. Yet Elusive.

Supply Chain Shaman

In 2004, I joined AMR Research, a Boston Analyst firm. We are making slow progress on transportation visibility, but not supplier visibility. Too few companies have a holistic approach to embrace the plan, make, source, and deliver together. Reflection. To illustrate the point, let me share a story. I thought it would be easy.

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Demand Planning. When The Answer To Two Simple Questions Is Not So Simple.

Supply Chain Shaman

A large consumer products manufacturer with nine Enterprise Resource Planning (ERP) instances and several divisions wanted to discuss forecasting. The Company focused primarily on retail planning and wanted to extend its capabilities into a consumer products manufacturing solutions offering. The taxonomies and goals are different.

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20 Years of Outsourcing Come Back to Haunt Boeing

Logistics Viewpoints

The outsourced R&D, in turn, supported outsourced manufacturing with over 50 key suppliers. On February 6 th , the National Transportation Safety Board released a report saying that missing bolts were the likely cause. The Dreamliner program was launched in April of 2004 with an order for 50 aircraft from All Nippon Airways.

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How Do You Define a Mature Supply Chain Planning Organization? (Part 1)

Supply Chain Shaman

I have worked with this client since 2004. Manufacturing is designed and planned in isolation. Comprehensive view of source, make and deliver. Most often the focus is on transportation or logistics, but does not take into consideration the trade-offs between make, source and deliver. Manufacturing.

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Visibility: If Only I Could See

Supply Chain Shaman

In 2004-2006, Greg Aimi (now a Gartner analyst) and I worked on a common definition of visibility for over a year. These sources while functional are difficult to connect. Most deployments focus on functional excellence–manufacturing, transportation, customer service or procurement. Organizational talent.

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Collaboration? When It Comes to Cash-to-Cash, We Don’t Know How to Walk the Talk

Supply Chain Shaman

Note the elongation of the cash-to-cash cycle in the chemical industry of 38 additional days when comparing the 2014-2019 averages to the pre-recession period of 2004-2006. While touted as a digital procurement provider, it took the Company nine days to onboard me as a vendor, and two weeks to process a Purchase Order.

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PINC named Top Supply Chain Projects for 2020 by Supply & Demand Chain Executive

PINC

Since its founding in 2004, PINC has been a pioneer in providing real-time visibility and workflow orchestration to yard operations across distribution centers and manufacturing plants worldwide.