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Reshoring, the practice of bringing manufacturing operations back to the United States, has gained renewed momentum in recent years, largely driven by a combination of political priorities, economic strategies, and global supply chain disruptions. Companies no longer need to account for extended shipping durations or customs clearance delays.
The past year and a half saw manufacturers face unprecedented challenges resulting from global disruptions, to which they responded by repurposing or developing new product lines, reconfiguring their plants and restructuring their supply chains in order to meet changing demands and keep afloat amidst uncertainty.
As consumers, we continue to drive this demand for new products and experiences and the challenges for companies to keep up have become extreme: Sudden shortages of supply and supply chain networks Increasing regulatory pressures New form factors and integration into other products Workforce constraints and social distancing.
Across the globe, companies continue to pledge to reduce their emissions, capture their emissions, and help to reduce the negative impacts of climate change. For many companies, this process begins with an overhaul of their manufacturing processes, looking at ways to promote sustainable manufacturing.
For global manufacturers, managing direct and indirect material spend can get very complicated very quickly. In response to these challenges, a leading heavy equipment manufacturer selected GEP to redesign its source-to-contract processes and implement a convergent data model to help manage procurement data across its multiple locations.
NIS 2 Has Deep Impacts on the Supply Chain, Not Just Plant Operations The manufacturing industry is undergoing a significant transformation as it grapples with the implications of the Network and Information Systems Directive 2 (NIS 2). Manufacturers must now assess and bolster their cybersecurity measures to comply with the directive.
In an effort to enhance production capabilities to keep pace with the High-Tech market demands for rapid product innovation and customized, short-run production, manufacturers are quick to adopt transformational changes and new digital solutions. Challenges Faced by High-Tech Teams.
Once upon a time, the world of manufacturing was a relatively stable place. Suddenly, managing inventory is the name of the game for companies trying to manage working capital and maximize profit while keeping customers happy. So how does a manufacturer navigate this rollercoaster?
For B2B and B2C companies alike, delivery is becoming a competitive differentiator and a key driver of customer experience. For B2B and B2C companies alike, delivery is becoming a competitive differentiator and a key driver of customer experience. How well do you engage with customers about their deliveries?
Most innovation work proceeds independently from company strategy. As a result, the products that arrive in the market are not well aligned with the company’s goals.
Having an agent detect how long it takes to ship from a supplier site to a manufacturing facility, and then doing a running calculation on how the average lead time is changing, is trivial math. And the companies that used these solutions, saw their forecasts improve much more quickly than traditional solutions.
In late 2023, Descartes conducted a survey of 1,000 supply chain and logistics decision-makers across North America and Europe across three sectors: manufacturing, distribution and retail; carriers; and logistics services providers. The study also provided insight into what companies are doing to address it.
Today’s article comes from Erin Sun at Oracle and identifies five supply chain success factors CPG companies need to know for increased profitability. Today, a business footprint touches everything from growers and materials suppliers to manufacturers, distributors, logistics providers, and consumers. The challenges don’t stop there.
Nicole Glenn and Joe Lynch discuss building a company a network. Nicole is the Founder & CEO at Candor Expedite , a critical expedite service provider as well as a white-glove B2B company. Logistics is in Nicole’s DNA having held several operational positions for a variety of transportation brokerage companies over the years.
Manufacturing leaders who built resilient supply chains were successful in 2021, despite the many supply and demand fluctuations. This report from TadaNow answers a critical question that supply chain leaders in manufacturingcompanies have – How do we plan for an ever-changing marketplace and keep risks in supply chain to a minimum?
From retail and food and beverage to manufacturing and life sciences, companies from a wide variety of industries are realizing the benefits of the technology, revolutionizing how they operate, collaborate, and generate value. The cloud has emerged as the cornerstone of modern business and supply chain innovation.
Jonathon McKay , Sarah Ahern , and Joe Lynch discuss how exceptional companies grow. Focused on logistics, manufacturing, and distribution channel strategies, Jonathon helps organizations make confident decisions for bold growth. Use data to know who their best customers are and what they want – exceptional companies don’t guess.
(If you would like to participate in a current research study, we would love your help and participation in the contract manufacturing study. We are trying to assess the value of a network in managing contract manufacturing.) One of the alignment gaps that is growing and is unfortunate is the gap between procurement and manufacturing.
The manufacturing and distribution industries are on the brink of a transformative era, characterized by unprecedented technological innovation, sustainability imperatives, and global economic shifts. Here are 7 key trends to watch for that will define the future of manufacturing and distribution.
This Gartner report, provided complimentary of TadaNow, provides answers to questions that Supply Chain leaders in Manufacturingcompanies have –– from definitions and scope to framework, how to leverage it all, and best practices. Create –– What are the steps manufacturing organizations need to build a control tower?
With a small, fast pivot of the business and supplies we can enable companies to do things they thought they might not have otherwise been capable of doing. Digitalization has enabled companies to pivot faster to new and more innovative products, processes or never-produced products needed to save lives in the pandemic.
A large consumer products manufacturer with nine Enterprise Resource Planning (ERP) instances and several divisions wanted to discuss forecasting. The Center of Excellence at the company wanted to improve base-level capabilities but struggled to move forward due to the traditional views of the planning team, which they felt were self-serving.
How should a global manufacturer make a decision? In short, the research tells me that the manufacturing industries are stuck. I see a few companies making progress, but most are going through the endless cycles of trying to implement a technology project. In contrast, for a global manufacturer, the answer is more complex.
Note that in Figure 1, retail home improvements days of inventory increased 68 days, contract manufacturing days increased 48 days, retail apparel by 28 days, and containers and packaging manufacturingcompanies by 14 days. Most companies do not measure FVA and COV to calibrate and adjust their processes.
According to Deloitte and The Manufacturing Institute, the labor shortage will cost the U.S. To combat the effects of the tightening labor market, agile logistics companies are focusing their efforts on adopting tools and processes that drive efficiency and help their operations’ teams tap into shared industry resources.
Strangely, in the last decade, while companies had the opportunity to use technology better, supply chain performance declined. Only four percent of companies compared to their peer groups improved balance sheet performance of growth, operating margin, and inventory turns. Both companies outperformed their peer groups.
My second observation is that for 96% of public companies supply chain excellence is slip-sliding away. While companies speak of the digital supply chain, the focus is on speeding up today’s supply chain or making it paperless, but not the redesign of the supply chain market-to-market to drive value. Comparing 2010-2019.
This blog features excerpts from the Manufacturing Leadership Journal’s article, “ Leveraging Digital Twins to Accelerate the Journey to Factory of the Future. “ When the pandemic disrupted the operations of manufacturingcompanies and their supply chains, many organizations were forced to reexamine their strategies.
First great insight from John McNiff: digital mature companies have lower DIO, IBP supports them!” ” My question is, “What is a digitally mature company? I have built five such systems for companies. I just went live this year with a Fortune 25 company, and their factories book against their orders online.
Over the past few years, manufacturing has had to adapt to and overcome a wide variety of supply chain trends and disruptions to stay as stable as possible. But what do these really mean today? Stability has become key in this post-COVID world, and will remain key moving forward.
My definition of a network is the bi-directional information exchange of manufacturing, procurement, quality, and transportation signals across multiple tiers of trading partners in a many-to-many trading partner information exchange with minimal latency. Less than 1% of companies in this value chain outperform their peer group.
Executive teams strive to drive improvement in supply chain results; yet, sadly, only four percent of public companies succeed. In this area of research, I find that companies are like dogs chasing cars. The grass is always greener at another company. Now, I view the company as a supply chain laggard. The reason?
While companies talk digital, the projects follow traditional supply-centric paths. The Gartner analysis is biased toward companies within the Gartner network. While companies that supply chain leaders believe are top performers– J&J, P&G, and Unilever– do not outperform their peer group. Is this success?
He feels he has the answer for companies. ” However, his company remains small with a couple of clients. If it was an answer, why is the company not growing? As I analyze business results , I see that most companies are really stuck. How did the company perform against the plan?” On average, it takes 2.8
From consumer electronics to automotive manufacturing, most of the global economy’s largest industries rely on some form of discrete manufacturing. Manufacturers in these industries face several unique challenges: Labor and material shortages halting production. Imbalance in product lines, creating asset underutilization.
To adapt, I recommend that companies form two groups: Operational/Business Continuity Group. This cross-functional group (sales, procurement, manufacturing, and distribution) is an operational team to manage the day-to-day issues and exceptions in the supply chain. Step #5 Safe Manufacturing. It will take time.
of revenue on information technology (IT), only six percent of manufacturers drove performance at the intersection of growth and margin. Yes, companies held more inventory (measured in days of inventory) in 2019 than at the start of the 2007 recession. Despite spending 1.1% Rise in Inventories. Less Effective at Inventory Management.
” In this work, my observation is that large companies have a more difficult journey to drive organizational alignment, than smaller companies. Companies became less clear on the definition of supply chain excellence and how to implement decision support technologies. This gap grew over the last decade. False Beliefs.
Few companies design their supply chains (research data shows that 9% of companies actively design their supply chains), and few planning systems actively analyze and drive answers to the questions: Do I have a good plan? In the Global Supply Chain, there are More Constraints To Address Than Just Manufacturing. The reason?
Supply chain plays a crucial role for this Fortune 500 automotive manufacturer. With the onset of COVID-19 in 2020, along with demand and supply fluctuations in the subsequent years, many manufacturers, including this one, saw significant stress on their global supply chains. This case study covers: Customer challenges.
Companies needed quicker answers with better insights, but current organizational processes are slow, putting supply chains on the back foot. During the pandemic, companies struggled with planning systems turning off the optimizers, and using the technology as a system of record. Companies participating get a copy of the results.
Over the past decade, the main battleground for China’s WMS market has been in the consumption industry; but more recently the battleground has returned to the manufacturing industry. In other words, there are opportunities for every company. At the same time, market demand also led to the birth of many emerging Chinese WMS companies.
Breaking it down task by task Most of you have heard of the term MOM for Manufacturing Operations Management. More often, it’s used in combination with MES (Manufacturing Execution Systems). What is a Manufacturing Execution System? But what’s the difference between MES and MOM and why are these two terms used side by side?
Last year, many in the supply chain technology industry were warning companies all over the globe to prepare for the unknown. True resiliency is achieved when supply chain leaders can predict issues and dynamically respond – from sourcing and manufacturing to final delivery – with agile solutions.
Even global manufacturers –– companies across industrial, automotive, chemical, and energy industries –– are scrambling to mitigate the impacts of labor, material and energy shortages, delays, inflation, and unexpected events. It’s not just small and medium-size businesses that are caught off guard.
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