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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. Short-term benefits.
When you talk to companies that have implemented enterprise or supplychain applications, executives will usually admit that they have under-invested in training and preparing users to use the new technology. Molex implemented a multi-enterprise supplychain network platform from SAP called SAP Business Network.
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. You are right.
Today, I speak at the North American Manufacturing Association, Manufacturing Leadership Conference, in Nashville on the use of data to improve supplychain resilience. Background The Council of SupplyChain Resilience met for the first time this month. What is supplychain resilience?
”) 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. . And won’t the supplychain follow suit?” The perspective of a manufacturing leader is quite different than that of a business leader in logistics.
At the SupplyChain Global Summit 2018 , Francois discussed the impact of digitalization, Industry 4.0, and L’Oréal’s approach to business that has allowed the company to continuously rank as a SupplyChains to Admire winner for four consecutive years. SupplyChains to Admire Methodology.
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.
Before boarding the plane, I watched a traveler pull a diet Coke from the bin and thought about the struggle to source sweetener with the rise of COV-19. As I poured the dog food into the bowl for my pups, I wondered if I was going to have to switch kibble due to the looming issues of sourcing taurine—a health additive in many pet foods.
Commerce is global and regional at the same time, the world is getting smaller and more interconnected, and Consumer Packaged Goods (CPG) manufacturers operate in this build-anywhere and sell-anywhere market. End-to-end supplychain visibility, planning, and execution support software are critical in agile supplychain performance.
Today, supplychainexcellence matters more than ever. During the pandemic, the supplychain discussions take new importance. While the supplychain technology market lost its allure at the start of the last decade, it is now cool again. The supplychain career is new. Reflection.
Technology can have a significant impact on supplychains, but supplychain digitization still lags behind digitization of other areas of business across many industries. Still, there are several technologies that are transforming supplychains for the organizations that adopt them.
The basic frame of supplychain planning–functional taxonomies for optimization on a relational database–must be redesigned before supplychain leaders can reap the benefit of deep learning, neural networks, and evolving forms of Artificial Intelligence (AI). ” I don’t think so.
Companies implementing supplychain planning (SCP) have traditionally been very big companies or companies with complex supplychains. Supplychain planning is not just for the big boys. This manufacturer produces plastic reusable material handling containers and plastic fuel tanks.
Few organizations are immune to the effects, which are acutely felt in supplychains — and the more complex they are, the greater the probability of interruptions. The study found that these leaders considered the largest gap to be between supplychain and procurement, citing it as a major issue.
Medical Device manufacturers face an increasingly dynamic and intricate landscape. Innovative personalized manufacturing approaches have emerged, yet many organizations struggle to fully realize their potential in this rapidly evolving race.
ARC has done research and writing on supplychain collaboration networks. A supplychain collaboration network (SCCN) is a key technology for improved collaboration across an extended supplychain. SCCN solutions provide supplychain visibility and analytics across an extended supplychain.
My head is wobbling with announcements, late-night Friday press releases, company name changes, and executive turnover in the supplychain planning market. Logility, a conservative company supplychain planning technology, historically had no debt and cash reserves of more than 80M, is undervalued in this deal.
Richard is the CEO of LeanDNA , a purpose-built analytics platform for factory inventory optimization. About Richard Lebovitz Richard Lebovitz is the CEO of LeanDNA , a purpose-built analytics platform for factory inventory optimization. Richard previously founded and led Factory Logic, Inc. acquired by SAP).
We conclude this two part series about manufacturing operations excellence by consultant Chuck Intrieri, by outlaying why manufacturers should focus on a critical component that will help sustain manufacturing operations excellence for years to come. What is Driving Sustainable Manufacturing Operations Excellence?
5 Megatrends Shaping SupplyChain Innovations. In these times of global turmoil, there are five (5) important megatrends shaping supplychain innovations in the coming years, namely in e-fulfillment, sourcing, food and agriculture, labour intensive operations, and halal supplychain management.
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. Optimization engines to improve functional metric performance resulted in an exploding number of planners.
We believe that a key pillar of this transformation is the supplychain. With such growth comes supplychain complexity. Shift towards self-contracting and self-distribution: With health systems gaining significant scale and wanting more control over their supplychain, this shift is accelerating.
Today, nine out of ten supplychains are stuck. Despite two decades of advancement in supplychain technologies, companies are struggling to gain balance at the intersection of operating margin, inventory turns and case fulfillment. Market volatility is increasing and supplychains can respond, but they cannot sense.
Strategic sourcing and innovative solutions are often viewed as two distinct procurement tools, but they should not be seen in isolation. Think of them as apples and gearseach essential and effective on its own, yet when combined; they create a formidable mechanism for achieving procurementexcellence.
I share insights, based on research, for the supplychain leader. Frequently, when I post about an issue, a well-intending consultant or an aggressive business development executive will tout the evolution of the autonomous supplychain as the answer. No technology company is attacking supplychain planning at the center.
From harvest to hands, the food & beverage (F&B) industry leaves no room for guesswork, especially without supplychainoptimization software. This reality is compelling F&B companies to rethink their strategies and approach to supplychainoptimization and demand planning.
. <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 purchased software, but are dependent on Excel spreadsheets.
The Introduction of Smokeless Tobacco Products Complicated Philip Morris’s SupplyChain. Dr. Alexandros Skandalakis – the Director Global Manufacturing Capacity, Strategic Assets and Capital Expenditures at Philip Morris Products S.A. The tobacco industry is changing. Traditionally, the industry has been stable.
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. I know that your primary focus is procurement. Or planned orders to purchase orders?) I don’t know.
In 2004, I worked with a Midwest North American meatpacker to help define its supplychain strategy. The group needed a clear market signal on consumption patterns and the translation of demand with minimal latency to optimize price, mix, and schedule the factory to manage margin. What do I mean?
Editor's Note: This is a two part series featuring Chuck Intrieri, who along with providing excellent insights over at his industry leading The Lean SupplyChain blog, is also a consultant who works with companies for Cost Reduction, SupplyChainOptimization, Logistics, Manufacturing, and 3PL Selection.
At the end of a long day of a strategy session on supplychainexcellence with a client, I needed to fill up some time in an agenda. Over the last decade, I find fewer and fewer companies understand supplychain planning. Over the last decade, I find fewer and fewer companies understand supplychain planning.
Recently, I hosted the SupplyChain Insights Global Summit. In our research, we find that 72% of planners primarily depend on Excel and desktop analysis despite the rollout of advanced platforms for planning in 92% of manufacturers with greater than 5B$ in revenue. The question is, “Why?” ” My take?
“We live in a world where supplychains, not companies, compete for market dominance. But companies often have diverging incentives and interests from their supplychain partners, so when they independently strive to optimize their individual objectives, the expected result can be compromised. ”.
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.
But like any other supplychain in which production, processing, distribution, and consumption are interconnected, farmers and food companies must balance field productivity and biodiversity with customer demand for safe, nutrient-rich, and high-quality products. Preparing for Market-Driven Demand. Advanced Inventory Management.
I am a supplychain gal. I work with many organizations on their supplychain strategies. Let me give you an example: Last week, I gave a presentation at a global supplychain team meeting of 175 professionals. This team is not buying the message. “I study supplychains.
“May you live in interesting times,” widely attributed as a Chinese curse, some claim this as a blessing; whichever side you take, this is exactly what’s happening in the supplychain world since 2020, and it looks like we will be living with this blessing/curse for a while longer. Emerging Themes for SupplyChain Planning.
Your supplychain needs to be agile too. The best supplychains are also designed for purpose. For the purpose of this discussion, I define agility as the design of the supplychain to deliver the same cost, quality and customer service given a level of both market volatility and process variability.
Today, the management of the supplychain is harder. Supplychain management is more complex. Sometimes the changes within a supplychain are subtle, but have a large impact. Sometimes the changes within a supplychain are subtle, but have a large impact. Organizational alignment is an issue.
I interviewed John Sobeck, Vice President Material Management Services and SupplyChain 4.0 at the ZF Group, about their digital supplychain transformation journey. ZF offers product and software solutions for established vehicle manufacturers and newly emerging transport and mobility service providers.
Before that I was in management consulting doing what would be called supplychain design or reengineering today. Needless to say they have a continued multi-year deployment of the supplychain planning system provided by the ERP vendor. Now they want to deploy an S&OP process. She states that.
by John Westerveld Over the years, working for and with numerous manufacturing companies, I’ve seen many supplychain practices that cost companies money. Reason #3 Not having end-to-end supplychain visibility. Reason #4 Making key decisions by modelling the supplychain in Excel.
We have this today in most supplychain planning solutions. The problem with supplychain planning is that it is, by definition, not repetitive work. Many supplychain leaders are action-oriented and want to drive action. Running optimizers frequently introduce noise and error into a complex system.
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