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Molex implemented a multi-enterprise supply chain network platform from SAP called SAP Business Network. Molexs story is interesting because they excelled at overcoming these cultural issues. The most common form of trading partner collaboration is purchase order collaboration. But getting there was not easy.
Barry Aumiller and Joe Lynch discuss building a high-performance carrier network. Barry is the Founder of Bear Ventures , a transportation advisory that helps shippers develop high-performance carrier networks. Following this tenure, Barry returned to his St Louis, MO roots, joining a transportation company with a century-old legacy.
The Omni-Channel Fulfillment Network with Esther Kestenbaum Prozan. Esther Kestenbaum Prozan and Joe Lynch discuss the omni-channel fulfillment network. Esther is the Chief Revenue Officer at Flowspace , an ecommerce fulfillment platform that helps brands meet their customers’ post-purchase expectations.
But between rising costs, complex logistics, and the constant struggle to optimize space and labor, staying ahead can feel like an uphill battle. That’s where warehouse optimization comes in. Here’s what you can expect: A clear definition of warehouse optimization and its core components. Ready to get started?
Transparent data prepared especially for your logistics operation will get you easily through your peaks. The hype usually revolves around just one item and can easily be managed by a modern logistics system. How can we rapidly bring our logistics operation up to its full speed during such a peak? Peaks are all so different.
Previously, only large companies such as Amazon and FedEx possessed the network and scale required for cost-effective same-day and next-day shipping. However, advancements in technology have made it possible for any company to automate and optimize their last-mile delivery operations.
ARC has done research and writing on supply chain collaboration networks. A supply chain collaboration network (SCCN) is a key technology for improved collaboration across an extended supply chain. Networked applications have distinctive advantages that other types of solutions lack. But something called ERP 4.0
Today, supply chain excellence matters more than ever. Until there are clear answers, business leaders should avoid buying software from companies with deep investments by venture capitalists. Kinaxis Purchase of Rubikloud. The purchase of Rubikloud by Kinaxis shows just how little the Kinaxis team knows about demand management.
Expand the “FLOW” program for logistics information sharing to forecast transportation flow. I would then consider taking five actions: Build on the Power of Existing Networks. Build a network of networks. Under the Defense Production Act, force all public network companies to interoperate.
I use this example to illustrate the challenges (or, perhaps, the futility) of making supply chain and logistics predictions. So, here is my invented future for 2015, starting with my most audacious prediction: Google will acquire a logistics service provider (3PL) and/or a logistics software vendor. The Google TMS?
In the process, there is a fine line between marketing hype and overpromising, making buying difficult. On the website, there is no definition, but the implementations focus on a deeper optimization using traditional APS taxonomies in a Graph database. Digital Supply Networks. Who has the best approach? What is a digital brain?
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. Inventory Optimization. However, this also comes with its planning challenges.
Managing yard and warehouse operations has long been one of the thornier aspects of transportation logistics. Not only will this help optimize operations, but it will allow for performance to be benchmarked across sites, helping drive continuous improvement and the sharing of best practices. Create a facilities “Center of Excellence.”
The classical approach involves functional silos, sequential decisions, and Excel and people to render a plan executable. Theory and practical implications are clear: optimizing each silo does not imply optimizing the end-to-end system. each with discrete plans generated typically in sequential batch runs.
In my work on the Supply Chain Index , I see that companies I recognize as doing network design well are rising faster on the list of the Supply Chain Index work. The network design technologies have changed a lot in the last decade. (I And optimization, as well as simulation, can now be done together. Where Would I Start?
Paul Brashier is Vice President Drayage and Intermodal at ITS Logistics , a third party logistics (3PL) company that offers creative supply chain solutions with an asset-lite transportation division that ranks #21 in North America, a top-tier asset-based dedicated fleet, and a Top 12 intermodal and drayage division.
Richard is Vice President of Strategic Accounts at Intelligent Audit , a cutting-edge logistics and supply chain technology company, dedicated to revolutionizing how businesses manage their shipping and transportation processes. But we’re not just about recovering funds – we’re also about optimizing operations.
the biggest challenge supply chain and logistics professionals face today is not change, which is something they have always faced, but keeping up with the rapid pace of change across a variety of dimensions — technology, regulations, economic and political landscapes, demographics, and so on. How are companies using SCONs in the real world?
As companies across industries have discovered, a well-optimized supply chain can drive significant improvements throughout their operations. Additionally, we’ll discuss best practices for optimization and strategies for balancing efficiency with resilience.
During my trip to England earlier this year , I had the opportunity to explore those questions and more with Brian McCarthy, Logistics Director at Dreams , Britain’s leading bed retailer. As McCarthy put it, after a customer buys a bed, it’s his responsibility “to make sure we deliver it to their home brilliantly.”
In recent years, BT Supply Chain underwent a transformation to provide its services to businesses using the company’s existing network. The other part of my role is supporting the inventory management functions within BT Group, driving decision-making around what we buy, when we buy, and where from. – Tweet this.
Grafton is the Founder and CEO of Onward, a big and bulky shipping network that helps retailers offer local like delivery service, to their customers located in suburban and rural zip codes. Their technology optimizes routes, eliminates fragmented systems, and streamlines the entire process, from order placement to final delivery.
The visibility to spend allows them to provide excellent benchmarking in several areas. Coupa Introduces a Supply Chain Collaboration Network Solution Coupa has claimed that their platform unifies processes across procurement, finance, and supply chain functions. I saw this claim as being more a statement of intention than of fact.
What PMI needed, considering the long planning horizons, was a digital and analytics network design and supply optimization tool. Network design and optimization tools help companies understand how to best leverage enterprise assets across their supply chain networks and where their production volumes should be optimally located.
Furthermore, it should leverage advanced AI and analytics combined with a configurable platform to ensure tight communication, information sharing and continuously improved collaboration with multiple tiers of suppliers, logistics providers and partners. The user should also have easy access to related attachments and reference documents.
For the purposes of this blog, market data is channel, logistics, and supplier data generated outside the organization.) In the outside-in planning process, the data model output is refined and published to a series of networks. The order latency is the time from purchase by the end consumer to the visibility of the order.
We are pleased to continue our 2021 fire-side chat series with key people in the supply chain industry, and it is with particular pleasure to catch up with Stuart Whiting, Senior Vice President, Global Supply Chain, Logistics & Planning at Schneider Electric, based in Singapore but with a global functional responsibility.
The consulting team pitches a theme–vision of supply chain best practices, big data analytics, or demand-driven value networks– to the executive team, and a new project is initiated. Companies adopt planning to optimize the organization’s response from the customer’s customer to the supplier’s supplier.
Let’s zoom to the bottom line: the results are less than optimal for all the monies spent and practices deployed. Likewise, when he speaks about the supply chain, his partner, Yossi, his mental model is logistics. Buying strategies need to be defined, and the interface needs to be bi-directional. The trend is clear.
Third, how can both retailers and logistics providers better cooperate to provide enhanced service and reduced costs? Fourth, at what point should retailers that outsource their deliveries consider managing their own fleet or delivery network? Second, how can retailers use technology to enhance the customer experience?
From harvest to hands, the food & beverage (F&B) industry leaves no room for guesswork, especially without supply chain optimization software. This reality is compelling F&B companies to rethink their strategies and approach to supply chain optimization and demand planning.
At Dow, Mr. Baker had Purchasing experience in raw materials, and logistics for their plastics supply chain. S&OP is the key process in effectively balancing supply – what can be made – with demand – what customers want to buy. Palo Alto Networks Implements Anaplan. I’m trying to get ahead of that.
As Raheel Hussain, Director of the Supply Chain Center of Excellence at Reynolds Consumer Products notes during a recent webinar , a level of synchronization is critical to systemically share information and cut down the constant offline back-and-forth (conversations) between different functions.
What seems to be clear by now is that the COVID-19 pandemic has laid bare the vulnerabilities and risks of today’s global supply chain networks. The experience during Covid-19 has indicated that connected supply chain networks are the future as they have many benefits. Supply chain networks of the future—building better forward.
The implementations were longer, the purchase costs were higher, and the functionality was less robust and lacking flexibility. In addition, with over 30% of manufacturing and 55% of logistics outsourced, it is now a business network, not an enterprise, planning problem. I did not see it. Ability to Use Data.
Nick Lynch is the Global Excellence Manager at Shell Lubricants, a division of Shell Global. The Company implemented SAP Advanced Planner and Optimizer (APO) including the standard functionality of Demand Planning (DP), Supply Network Planning (SNP), and Production Planning and Detailed Scheduling (PPDS), yet many planners also used Excel.
The desire for faster home delivery has driven delivery networks to become more localized. For these investment purchases, consumers expect a high level of service including room of choice placement and assembly. Managing delivery exceptions for excellent customer experience. Changing proximity. An end-to-end approach.
Not all wholesale distributors think in terms of supply chain optimization—but they should. Wholesale distributors act as aggregators of demand, buffering manufacturers from small orders and logistics complexity. The goal is to buy and stock as little inventory as possible, while still meeting all service level goals.
Management of Ocean Transit Time Reliability and Visibility by LSCMS Shippers’ Council How would Logistics managers explain to their COO and Production group that inbound material will arrive on 23Dec but with 50% probability?
That’s why retailers place so much focus on buying well. Next we have the inbound logistics costs. These are the costs associated with getting product into the retailer’s distribution network from suppliers. Then we have in-store logistics. For example, buying in large quantities from suppliers, to get a lower unit cost.
ZF transforms those purchased products into over 2,000 products. SupplyOn provides multi-enterprise supply chain network (MSCN) solution. MSCN solutions provide supply chain visibility, network-based applications, and network analytics. The users can be on different cellular networks. Can we rearrange production?
To build more powerful relationships, extending across a critical mass of trading partners, companies need to utilize a robust platform like a supply chain operating network, which leads to increased visibility for continuous improvements in company performance, agility, and differentiation.
However, this capacity crunch is likely to exceed even the worst capacity crunches in history, says Karen Sage of Talking Logistics With Adrian Gonzalez. The next step to thriving in a capacity lies in expanding your carrier network. Optimize Routes, and Consolidate Freight Where Possible. Click Here.
The freight industry operates within a complex network characterized by numerous inefficiencies. To optimize operations, reduce costs, and minimize environmental impact, a multifaceted approach is required. This article explores key strategies for enhancing logistical efficiency and thus improving profitability and reducing cost.
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