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Excellent firms don’t believe in excellence – only in constant improvement and constant change. After finishing the SupplyChains to Admire report and the Youtube series (to be released this week), this is my feeling. What Is SupplyChainExcellence? Tom Peters. How do you define value?”
The attendees were sitting on the edge of their seats to hear about the next release of Llamasoft software. Design as a Standalone Process. Today, Llamasoft, and the management of design processes, is no laughing matter. Today, supplychaindesign has become a process all to its own. The theatre was packed.
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.” ” Followed by “How are you organized, and what defines functional excellence? And, how do you tie functional excellence to corporate value?”
Supplychain efficiency is the cornerstone of success and involves the effective management of processes, resources, and technologies from procurement to production, transportation to warehousing. Healthcare providers are leveraging efficient supplychains to ensure critical supplies reach patients when needed most.
Supplychainexcellence is easier to say than to explain. Executive teams strive to drive improvement in supplychain results; yet, sadly, only four percent of public companies succeed. The supplychain is a complex non-linear system. Now, I view the company as a supplychain laggard.
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.
Michael Jacobs, Senior Vice President SupplyChain, Ferguson. Mr. Jacobs is the senior vice president for supplychain at Ferguson. While nominally a distributor, “supplychain management is our core competency. In particular, Ferguson’s supplychain is built for speed and to provide high service levels.
by Trevor Miles I have been in the advanced planning and scheduling (APS) space since 1995 when I joined i2 Technologies in Europe. Before that I was in management consulting doing what would be called supplychaindesign or reengineering today. Let me start with the confusion between planning and execution. Their words.
When making discretionary purchases, I could look at my projection to make sure that if I made that purchase, I would have enough money in the bank, not only now, but at the end of the month when my mortgage and car loan came out. Then could I buy it? Today’s supplychain professionals need a crystal ball, too.
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. The index card was designed to fit into a man’s shirt pocket. The plant was 24 acres under one roof.
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?
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.
Today, nine out of ten supplychains are stuck. Despite two decades of advancement in supplychaintechnologies, companies are struggling to gain balance at the intersection of operating margin, inventory turns and case fulfillment. Like an artifact, I have kicked around in the supplychain space since the 1980s.
by CJ Wehlage The SupplyChain Insights annual conference was held on September 10-11, 2014 at the Phoenician in Scottsdale, Arizona. Great memories here, as so much has changed in the supplychain research world these past 5+ years. All ex-AMR analysts on the stage, talking about the ‘Top 15 SupplyChains we Admire’.
Let me start by saying that t he process is not a panacea to solve all supplychain ills. Clear operating strategy and definition of supplychainexcellence across plan, source, make and deliver. There is a clear definition of the role of the supplychain in the delivery of value. One SupplyChain.
As a guest writer for Forbes, public relations firms constantly pepper me with requests to speak to technologists boasting of having answers to improve supplychain resilience. I strongly believe that historical supplychain practices are not the answer. They need to evolve to help today’s supplychain business leader.
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.
I asked companies to “Navigate through the hype focusing on the feasibility of scope and technology.” At the time, the popular belief was that Enterprise Resource Planning (ERP) technologies would build multi-tier capabilities. Today, the multi-tier capabilities for supplychain management are coming from the born-again marketplaces.
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 The team was not calibrated on the role of forecasting and the basics around process excellence. Models Matter.
Nick Lynch is the Global Excellence Manager at Shell Lubricants, a division of Shell Global. Located in the United Kingdom (UK), he has more than twelve years of experience in progressive roles driving demand-drive projects for their global supplychain. Understanding the Lubricant SupplyChain. Overview of Shell.
Driving Sustainable Growth Through SupplyChain Resilience. Every industry sector and every business across the board, in APAC and around the globe have been impacted by the Great SupplyChain Disruption over the last two years, causing a blow out of transportation costs and continuous delays at every stage of the channel.
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.
User adoption is a challenge that often arises during the rollout of supplychain analytics solutions. Users are accustomed to building everything in Excel and manipulating the data as needed for their own particular use, typically using static reports or spreadsheets that are siloed in specific departmental needs.
He was designed to be agile. Your supplychain needs to be agile too. The best supplychains are also designed for purpose. And, how do I design for agility?” It requires design. For mature supplychain organizations, it is a natural extension of six sigma. Is it S&OP?
We finished our report on the maturation of hospital supplychains , and I have put the finishing touches on the Healthcare SupplyChain Index for this Thursday’s webinar. New SupplyChain Leader of a Regional Children’s Hospital. “We We have used Lean process systems and swim-laned ourselves to death.
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.
” SupplyChain Leader. Interview for Metrics That Matter. My kitchen table is piled high with interviews for the upcoming book, Metrics That Matter. I loved the quote that I captured today in my interview (see above), and I have enjoyed interviews with supplychain leaders like Peter Gibbons.
My primary insight is that many of the technology initiatives that were underway at the start of the disruption did not serve us well. This includes digital supplychain transformation and Enterprise Resource Planning (ERP) upgrades. The operating strategy defines the flows of the supplychain. The other issue?
At that time, manufacturers talked about customer-centric supplychains, but were afraid to aggressively adopt ecommerce strategies. If you are going to be excellent at ecommerce fulfillment, you need to have great perpetual inventory capabilities. Make test and learn an active part of your supplychain strategy.
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.
For the past five years, the team at SupplyChain Insights identified SupplyChains to Admire Award Winners by analyzing performance by peer group on the key metrics of growth, operating margin, inventory turns and Return on Invested Capital (ROIC). About the SupplyChains to Admire Methodology.
It’s a holistic approach that blends strategic planning, streamlined processes, and the right technology to transform your warehouse into a well-oiled, profit-generating machine. Eight proven optimization strategies, combining technology, best practices, and sustainable solutions.
Goodman titled “ The SupplyChain, Reconfigured.” ” His narrative centers on the evolution of the global supplychain evolving with a focus on labor arbitration ignoring geographic distance and shipping issues. Traditional supplychain practices are no longer best practices. Let me explain.
To drive global scale, companies need to design the supplychain to buy globally and execute locally. The design of the supplychain is fundamental to making this happen. In our interview of the SupplyChains to Admire Winners, we found a unique approach at Carter’s. Carter’s, Inc.,
In part 1 of my blog on Planning the Value Chain and Decision Making in Times of Disruption, the focus was on the ability to react and execute amidst the unpredictability of demand. in decision-making, the ability to adjust plans quickly—or even to design an entirely new plan—is critical when deadlines are pressing.
Businesses adopt online procurement systems to mitigate risks and to streamline requisitions, approvals, order placement, and spend management. However, with numerous e-procurement software vendors available, choosing the right tool can be overwhelming. Keep reading to learn: What is an online procurement system?
In my work with clients, customers bandy about the term “customer-centric supplychain.” Many of my clients talk about a customer-centric supplychain but rely on useless metrics from an annual survey or a net promoter score. A customer-centric supplychain is easier to say than implement.
“If only I had the money that the company was supposed to save from the multiple ERP and supplychain projects. This year supplychain leaders will celebrate thirty years of progress in supplychain management; but we have not made progress on one of the funamentals: inventory management. I really do.
Many companies talk about SupplyChainExcellence, but most leaders struggle to define it. One supplychain leader, in a discussion last week, likened supplychainexcellence to fitness. He felt that supplychainexcellence was analogous. His reasoning? We want to help.
As I spent the time reflecting over the last three weeks, the number of articles streaming into my feed on supplychain implications was high, but most of them were wrong. Some stated that the war marks the end of the global supplychain. By definition, this requires a global supplychain.
Consultants and technology leaders are rebranding under a “digital umbrella” without clear definition. For the purposes of clarity, in this article, the term digital supplychain is the transformation of the atoms and electrons within the supplychain to unleash new levels of value. The reason?
The technology market is rife with unsubstantiated claims and myths. Each year, I publish a report analyzing the technologies in the S&OP space. I sent the report to technology vendors listed in the appendix with a deadline for feedback on factual accuracy for 5:00 PM EST on Wednesday. New technology is evolving.
With so much being written and discussed about supplychain transformation, it’s good to remind ourselves what supplychain management is fundamentally about. Lora Cecere ( @lcecere ), Founder and CEO of SupplyChain Insights, bluntly states, “The best supplychains are fit for function.”[1]
For the past five years, the team at SupplyChain Insights identified SupplyChains to Admire Award Winners by analyzing performance by peer group on the key metrics of growth, operating margin, inventory turns and Return on Invested Capital (ROIC). About the SupplyChains to Admire Methodology.
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