This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Managing yard and warehouse operations has long been one of the thornier aspects of transportation logistics. Yards are a choke point between transportation and warehousing — and wherever you have choke points, you have a higher risk of inefficiencies that drive up labor costs, detention fees and delivery commitments.
Getting the mix wrong comes with serious consequences — excess inventory on the one hand, and lost sales on the other. Not only does multi-echelon inventory optimization, driven by AI and ML, avoid large capital investments in parts and materials, but it also decreases warehousing resources, container space and waste.
That’s a relatable frustration to anyone who works in inventory management! Now, while retail inventory doesn’t usually have a pulse, it’s in a similar situation to Schrödinger’s cat when it heads out into the world. Once goods are in the hands of the customer, they might be sold forever, or they might be returned.
From fulfillment analysts and omni-channel commerce managers to customer success managers, diverse functions are tasked with ensuring that inventory is properly rebalanced following a disruption. Due to a storm, one DC that’s carrying 40 units of inventory is suddenly out of operation. The result?
Retailers must enhance their inventory and fulfillment decisioning capabilities to thrive in this dynamic landscape. Efficiently allocating inventory across channels while minimizing costs is no small feat. Siloed processes, fragmented inventory visibility, and costly fulfillment practices plague their operations. Here’s how: a.
Buyers should be aware that solutions differ in terms of whether their visibility and control span the entire supply chain or only focus on a specific function such as Transportation Management, Demand or Supply Planning, or Warehouse Management.
If the transportation management system (TMS), warehouse management system (WMS), order management system (OMS) and other digital solutions are hosted on a shared platform such as Blue Yonder Platform and connected in real time, then the response can be executed equally quickly.
How can retailers connect the two, so that inventory is optimally located for that final leg of the journey? Linking demand and fulfillment with inventory planning remains an underexplored advantage that will help combat consumer expectations that span not just speed and convenience, but sustainability too. The “right now” requirement.
In Part 2, we dive in further into five critical areas of this subject including field inventory, customer centricity, regulations, contract manufacturers, and business planning. Consignment inventory is consigned to medical offices, hospitals, or even patient homes.
The upshots of misjudging inventory levels range from delaying production cycles, to risking availability to the end customer, to creating waste and damaging both capacity and environmental targets, to simply harming profits. Disruption is officially now a norm, making demand planning and forecasting, in particular, very difficult.
Our commitment to innovation, excellence, and customer satisfaction has gotten us recognized in Warehouse Management Systems (WMS), Transportation Management Systems (TMS), and Supply Chain Planning (SCP) analyst evaluations. Here’s a closer look at our recognitions and the impact they have on our clients.
Carlsberg has also introduced electric trucks and established a specialized transportation control tower in Poznan, Poland. The success of Carlsberg’s overall sustainability strategy will largely be driven by optimizing this transportation process. In a recent webinar , Carlsberg shared more on this topic.
American Shipper recently released its annual benchmark report entitled “ Global Transportation Management Benchmark Study: Climbing the Visibility Sophistication Ladder.” When looking at other aspects of transportation process such as consolidation and routing opportunities, the measurement is quite simple.
The wholesale distribution business model has always been a challenging one, characterized by large product inventories, multiple trading partners, high transaction volumes, and cost-intensive logistics. It’s nearly impossible to re-allocate inventory in the most strategic, profitable way on the fly using manual processes.
Right now, your supply chain platform probably includes planning software — focused on things like demand, inventory or replenishment — and execution software — focused on transportation, logistics or warehousing — to create a more efficient supply chain. Now imagine you are a grocery manager running the store.
The domain business services are, for example, order, inventory, load building forecast, cross stock, and flow through. What this means in today’s vernacular is that you have to bring your order management system, warehouse management system, and transportation management system all together.
The areas most affected by labor shortages were transportation operations with 61% of businesses affected, followed by warehouse operations at 51%, as well as transportation planning and inventory/distribution at 51%.
But the truth is, using a traditional, monolithic ERP to manage inventory and order management for omni-channel and e-commerce is more difficult than your ERP salesperson may have led you to believe. You need Blue Yonder’s microservices. Here’s why.
Although having accurate inventory counts is essential, many retailers struggle to maintain them. In a 2023 Blue Yonder survey , more than half of executives said they contend with inaccurate inventory. We look at labor; we look at the transportation network; we look at logistics. How do you get the order out then?
Are those designing your launch vehicle (network design, factory planning) communicating directly with flight planners (transportation planning) on projected transportation time and cost impacts of various network layout and materials sourcing options? Mastering Cross Functional Planning, Visibility, and Execution.
The world’s supply chains have been stalled by challenges like labor capacity, imperfect inventory positioning, unpredictable supply, rising costs, and prolonged fulfillment times. They need to choose the ideal fulfillment node — one that has no labor or inventory constraints, while also optimizing delivery costs.
Inventory Processing and Order Management Efficiency Has Become a “Make” or “Break” Issue One of the main challenges WD&M faces is transforming away from legacy approaches to inventory processing and order orchestration, as well as moving toward solutions primed to handle omni-channel. The result? So, what’s the solution?
Having a disjointed view of inventory and customer data across both physical and online channels is no longer an option for retailers. Implementing an OMS effectively can provide significant value to your commerce outlook, offering a centralized platform for managing orders, inventory and fulfillment across the omni-channel landscape.
Blue Yonder helps C-level executives manage corporate objectives, including revenue growth, margin improvements, inventory benefits, transportation and labor benefits, and global sustainability initiatives.”. They can adjust production or transportation plans as needed to ensure continuity. No one has time for that.
As many countries around the world enforce economic sanctions against Russia, global logistics networks are struggling to isolate Russian products while still ensuring inventory availability. But, as the conflict approaches the four-month mark, the impacts are spreading and intensifying.
We have to ensure that we are not building up inventory to service the customers. Sunil: Companies have built up inventory as a result. Over the past several months, inventory has almost doubled for many manufacturers. Integrated execution of warehousing and transportation is very important. Second is cost to serve.
However, the risk of this business model is the disconnect with the market it serves — which results in massive incentives to clear out vehicle inventories. During the customer’s vehicle ordering and configuration process, the Blue Yonder Platform can offer real-time inventory and pipeline search.
But the past several years have made it seem nearly impossible, thanks to fast-changing consumer needs, increased competition, the growth of omni-channel, supply shortages, and transportation issues. What’s the real cost of inaccurate inventory management? trillion problem of inventory distortion.
If the 9% of spend-shy consumers is an indication of things to come, retailers will need to leverage inventory levels cautiously to avoid overstocking, which could lead to increased holding costs and potential markdowns later. Things will move too fast and too unpredictably. And it needn’t take months.
Bayer is rolling out Blue Yonder’s Transportation Management System (TMS) in over 70 countries to manage materials shortages, increasing costs, demand fluctuations and other challenges. To ensure we have the right inventory in the right ZIP code, we’ve invested in artificial intelligence-driven forecasting.
They’re leaving value on the table by failing to get returns back in stock quickly, or wasting mileage and time transporting all items to the same locations rather than directing them to the most appropriate place for best management. In addition, 67% of merchants also state that return rates have increased in the last year.
In her recent blog post , Anusha Shankar discussed this tragedy, as well as the need to help Blue Yonder customers navigate the significant supply chain challenges that have resulted from this war — such as blocked transportation lanes and airspace, production shutdowns, dramatic increases in fuel costs, and product and material shortfalls.
End-to-end supply chain digitalization has proven essential in addressing these macro issues by finding alternate suppliers, locating or diverting inventory, identifying new routes, and taking other strategic actions. In addition to optimal inventory placement, this may require innovative new fulfillment strategies,” Peck explains.
Agility (as opposed to being reactive) in terms of inventory placement and last mile. Inventory placement and the robust expansion of micro-fulfillment centers, which are important now and will be even more important in the future. How can customer service and cost-to-serve in transportation be further optimized?
Transportation management system (TMS). A TMS is software that collects data and tracks the processes associated with moving goods, both inbound and outbound, and across all modes of transportation including rail, air, surface, and sea. Let’s start with the basics. If it’s part of the warehouse, it’s captured and reflected in the WMS.
Unfortunately, supporting systems have been built in silos as well – planning systems, procurement systems, manufacturing systems, distribution systems and transportation systems, for example. It’s all about the flow. The problems within functional silos can go even deeper.
It requires strategic placement of inventory, order optimization, and seamless omni-channel orchestration and fulfillment from the first-mile through to the last-mile delivery. Order management, fulfillment and delivery systems need to seamlessly and accurately provide the most updated inventory and delivery information.
Decisions on everything from transportation management to quality control should be easier and faster than theyve ever been. Discover how our latest product update advances this mission with enhancements in AI and ML capabilities, warehouse and logistics operations, planning, and inventory management.
Sophisticated returns processes provide LSPs with immediate cost-saving benefits by freeing staff time, reducing transportation costs, and boosting warehouse efficiency. This creates a single view of inventory for better stock management and fulfillment decisions. Talk to our team today.
Examples of shared metrics include customer service levels, inventory turns, sell-through forecast accuracy, total landed cost, and overall profitability of the business. System-wide inventory strategies. By aligning the metrics between the different supply chain stakeholders, a collaborative spirit between the teams is encouraged.
Successful end-to-end retail integration hinges on leveling up inventory, ordering, commits, and omni-channel fulfillment with artificial intelligence (AI)-infused capabilities that effectively unlock “real-time supply chain” responsiveness to demand patterns. The one common thread here has, of course, been automation. And not just any kind.
Having strong demand planning tools is imperative to help retailers navigate these spikes and obtain inventory to stay in-stock while not having too much in the pipeline for when demand tapers off. Seasonal Inventory: Retailers reflect often in earnings calls about launching seasonal products too early.
Logistics has been focused for so long on operational tradeoffs and cost in transportation, and we’re suddenly throwing a new factor into the mix with sustainability,” he noted. “So How exactly do warehouse and transportation management solutions contribute to solving the complex problem of sustainability?
This comes after Blue Yonder received similar long-standing recognitions for the 2023 Gartner Magic Quadrant for Transportation Management Systems (TMS) 3 in April and 2023 Gartner Magic Quadrant for Supply Chain Planning (SCP) Solutions 3 in May.
We organize all of the trending information in your field so you don't have to. Join 102,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content