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I find that most companies’ understanding of supplychain planning is immature, and that next week, at the Gartner SupplyChain Summit in Orlando, that many will don their Mickey ears to discuss what I consider outdated supplychain planning models. Here I share how to challenge the status quo.
The Process of Software Selection. I am constantly amazed that business leaders can engage with technologists month after month (often over eight and sometimes over a year) to select a supplychain planning system and then call me to ask for help on the decision. I question, “How is this possible?”
In a recent research project, we found that 2/3 of companies had a digital supplychain transformation strategy; however, those that were evolving their strategy performed better during the early months of the pandemic than those that were “clear” on the project plan for a digital transformation. SupplyChain 4.0.
I laugh when business leaders tell me that they are going to replace their current supplychain planning technologies with “AI.” Each supplychain planning technology at the end of 2024, went through disruption–change in CEO, business model shift, layoffs, re-platforming and acquisitions.
The Process of Software Selection. I am constantly amazed that business leaders can engage with technologists month after month (often over eight and sometimes over a year) to select a supplychain planning system and then call me to ask for help on the decision. I question, “How is this possible?”
The Company was attempting to gain economies of scale by grouping manufacturing technologies within a common infrastructure to reap the benefits of a co-generation facility, a centralized warehouse, and a talented administrative team. SupplyChain Planners Analogous to Secretarial Pools? The plant was 24 acres under one roof.
In follow-up qualitative interviews, one of the largest issues with organizational alignment was metric definition and a clear definition of supplychainexcellence. To manage continuous improvement, companies need a clear definition of excellence and organizational alignment to that goal. What Drives Value?
New technologies revolutionizing transportation are creating tremendous opportunities but also unprecedented challenges for tire manufacturers. The establishment of efficient global supplychains has become critical to competitiveness. To achieve this, having the right planning solution is crucial.
But what really gets the supplychain and warehouse managers in a sweat are extremely intense sales days or weeks such as the well-known Black Friday or Cyber Monday. The warehouse technologies for manual, semi- or fully automatic solutions are perfectly balanced, and all processes run smoothly.
The supplychain is knotted. Yesterday, @DamarqueViews asked me a question on twitter: “What do you think are the greatest barriers in the adoption of social technology in the supplychain?” I tried and tried to figure out how I could answer this question in 140 characters on Twitter.
When reviewing strategy decks for supplychain teams, I often see statements like “move from a functional-silo’d focus to a drive a more holistic response.” To help, I will ask, “How do you define value? ” Followed by “How are you organized, and what defines functional excellence?
As I shopped at Best Buy for office supplies, I struggled to not think about the massive disruption of electronics supplychain. The Sam’s Club and Costco shortages of water, toilet paper and laundry products signals one thing for me: the spread of the virus will disrupt every supplychain. The problem?
. <Bear with me… > Here I share a nine-step process in an attempt to help companies unravel the process for buyingsupplychain planning software. Let’s face a hard fact: the supplychain planning market is a mess. Most have purchasedsoftware, but are dependent on Excel spreadsheets.
Today, supplychainexcellence matters more than ever. During the pandemic, the supplychain discussions take new importance. While the supplychaintechnology market lost its allure at the start of the last decade, it is now cool again. The supplychain career is new. Reflection.
The old lumberjack came out of the forest and went for supplies. At the store, the salesman showed him the newest tool for cutting trees called a chain saw. But if you consider how many people think about supplychainsoftware it’s like the old lumberjack and the chain saw. He bought one.
In 2004, I worked with a Midwest North American meatpacker to help define its supplychain strategy. An enlightened leadership team wanted to be sure that the organization knew how to make money through bi-directional orchestration of the bill of materials. Consumers constantly change the mix preferences in purchases.
In the supplychain management industry, words swirl but lack definition. Will we transform and improve supplychain planning systems based on AI? Over the past decade, over 320,000 supplychain leaders have followed me on LinkedIn. (I The winds of change transform industries. Again, who knows?
The Covid-19 pandemic tested the global supplychain. Like riding a bumpy road, the supplychain leader is riding the ups and downs of changing market conditions facing greater variability day-to-day. Here, based on interviews with supplychain leaders, I share lessons learned. It will not be over soon.
According to O*NET OnLine, a supplychain manager earns $103,530 per year in average. This article will show you the best career advice from top supplychain recruiters. Here''s a blog post we did that goes into some more detail about how to write an accomplishment-based resume.
”) So, I sat across from a stranger on a cold winter night, the only thing that we had in common was our experience in supplychain planning. . I started with, “How can I help you?” And won’t the supplychain follow suit?” Self-driving supplychains are an example.
The supply network–shipments and production of trading partners–represents over 70% of the environmental impact of supplychain decisions. Despite the importance, the investment in networks to automate the information flow between trading partners remains low. Most is silo’d. ” I agree.
While consultants know the answers (or believe they do), I believe my goal as a research analyst is to unearth new questions that should be asked (and answered together openly in the supplychain community) to improve value. This is why I host training twice a year to challenge existing technology paradigms. Back to John.
As a supplychain leader, he is struggling how to dance in the ring of fire. The ring of fire is corporate politics at the executive level on supplychain performance. Each executive has a different perspective on the definition of supplychainexcellence, but they are never discussed and aligned.
My dad is the VP of our household’s grocery supplychain. Millions of shoppers, like my Dad, are not going back to their old habits because there are now faster and more convenient ways for buying daily household needs. It excels on a union of E-Commerce mobile apps and last-mile delivery innovations.
This is a story for the Eds, Franks, and Toms working together in supplychains across the globe. It is also a story for a young supplychain manager attempting to make a difference, but feeling stymied. My job, as the plant engineering manager, was to drive innovation and implement technology improvement.
The article introduced the concept of self-service planning and challenged companies to rethink the concepts of supplychain planning. SupplyChain Insights Training, 2024 The Opportunity Based on my research, I believe there is an opportunity to reduce the number of planning roles by 80-85%. How to get started?
From harvest to hands, the food & beverage (F&B) industry leaves no room for guesswork, especially without supplychain optimization software. This reality is compelling F&B companies to rethink their strategies and approach to supplychain optimization and demand planning.
Supported by partners Heriot-Watt University, Pedersen & Partners and RV Consultancy, the full-day agenda featured a stellar line-up of speakers presenting and discussing key issues facing logistics and supplychain management practitioners. Global Assets in a Constantly Shifting SupplyChain. &
Selecting and implementing a new supplychain solution is a risky career move for any supplychain manager. In my last post, I talked about why a proof of concept (POC) is a good alternative to using an RFI as the basis for your supplychainsoftware selection. Choose SKUs with variability.
Over the years, working for and with numerous manufacturing companies, I’ve seen many supplychain practices that cost companies money. Over the next several weeks, I’ll outline these issues and discuss some ideas around how to avoid these practices. S&OP is a powerful tool if performed well. Comment back and share!
Over the years, working for and with numerous manufacturing companies, I’ve seen many supplychain practices that cost companies money. Over the next several weeks, I’ll outline these issues and discuss some ideas around how to avoid these practices. Reason #3 Not having end-to-end supplychain visibility.
The concept of digital twins has emerged as a powerful foundational tool to drive improvements in warehouse productivity and efficiency. But do you really need to look specifically at digital twin solutions, or might some of these already be available in the automation you already have?
She wrote, “I have been working in the supplychain for 35 years, and we are still trying to solve the “demand” issue. Solving from a supply side seems to work for many companies I work with. Only 2% of companies are pushing forward in our SupplyChains to Admire analysis. I don’t know.
Several factors contribute to customer loyalty, but providing excellent customer service—and a top-notch experience–is one of the most important in driving retention. 6 Examples of Excellent Customer Experiences. How does a great in-store customer experience boost loyalty? assortment planning software ?.
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. The planning team was defending the status quo without questioning current practices and how to improve them.) Models Matter.
Building a software company is hard work. Most of the business networks were hollowed out by venture capitalists or purchased by opportunists. .” The supplychain planner role is the most dissatisfied of any employee in the supplychain, but most focus on improving engines using AI into conventional work processes.
Global supplychains are built on three assumptions: rational government policy, availability of transportation resources, and low variability. Supplychain leaders have little history to use as a guide to prepare. Before the pandemic, supplychain leaders experienced relatively free trade across borders in 2017.
by John Westerveld Over the years, working for and with numerous manufacturing companies, I’ve seen many supplychain practices that cost companies money. Over the next several weeks, I’ll outline these issues and discuss some ideas around how to avoid these practices. Reason #3 Not having end-to-end supplychain visibility.
The consulting team pitches a theme–vision of supplychain best practices, big data analytics, or demand-driven value networks– to the executive team, and a new project is initiated. Question 1: What drives a Successful Implementation of SupplyChain Planning? Supplychain planning is now on its third decade.
The attendees were sitting on the edge of their seats to hear about the next release of Llamasoft software. The market for network design tools was growing at a moderate rate, and most of the market had invested in technologies from either i2 Technologies (then termed i2 Strategist) or Logictools. The theatre was packed.
Or agreement on the definition of supplychainexcellence. Sometimes, even the definition of a supplychain is not clear. As a result, functional excellence anchors action. The focus is on digitization—automating today’s processes—versus rethinking process excellence based on the art of the possible.
Here are ideas for grasping opportunities in the midst of the Coronavirus supplychain challenges. The coronavirus’ supplychain and business impacts are being felt around the world and in our backyards: this strange time is slamming markets, causing confusion and changing patterns of normality.
Supplychains were ill-prepared for the pandemic. The design of the global supplychain at the start of the pandemic assumed frictionless borders, availability of transportation resources, and supply with few constraints. As supplychain professionals, we have never managed the supplychain through a pandemic.
In part one of this blog series, I started the saga of the supplychain fairy tale. It was a story where people believed that functional excellence leads to supplychain superiority. I strongly feel that a blind focus on functional excellence will cause the supplychain to become out of balance.
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