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Organizations need to push past pretty PowerPoint presentations to improve results, but in the industry, there are few good answers to the question of “ What drives sustaining value?” However, SAP supply chain planning is an excellent system of record. Slick Willies, full of hyperbole, dominate. ” This is my quest.
There will be little relief in 2022 unless the factors driving the increased import volumes—a strong economy and the fundamental shift in consumer behavior to purchase more goods and less services—change. Online buying will fuel home delivery growth, challenges and new strategies.
So should the purchasing process. . RFIs tend to work well for certain industries (like government) or for purchasing equipment and industrial assets, bu t t hey often fall short in helping supply chain teams select a new software vendor. There is valuable time and effort put in by both the supplier and the purchasing party.
Second, the pandemic kicked online buying and home delivery into “high gear” as many consumers embraced its convenience and dramatically expanded the scope of their online purchasing. Consumers are making purchasing decisions based upon environmental impact. So, how are these two trends mutually beneficial?
The presentation is on slideshare.) I wanted to say, “You let the consultants influence you to buy the wrong technologies based on IT standardization. Today, since many do not test the solutions and often buy based on IT standardization, the probability of success is about the same as playing the tables in Las Vegas.
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. When making purchase decisions, brands who demonstrate care for others can offer a competitive advantage.
If there were no process driving S&OP, then there is a very good chance that key information would not be presented (or presented poorly), key people would not be in attendance and that critical decisions would not be made. How about excellent planning? you probably won’t get where you are going. Comment back and share!
<Bear with me… > Here I share a nine-step process in an attempt to help companies unravel the process for buying supply chain planning software. They center on how to make a good decision in the purchase of supply chain planning solutions. Most have purchased software, but are dependent on Excel spreadsheets.
Allyson Hatfield, demand planner at MARS Petcare presented. 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. Allyson’s presentation was just that.
A few of the presentations in London, such as a highly provocative key note by John Philips of PepsiCo are a repeat from this prior event. Lean supply chain (for customers who value the economic aspects of their purchases). The warmth to share, the ability to reach out, and collaborate are skills that humans excel at.
Basic concepts and strategies such as performance measurement, identification of improvement opportunities and development of supply chain system are presented succinctly. Simply put, this book tells you what really works and this help a lot with getting a buy-in and corporate-wide support.
When I finished my presentation on “past practices,” that I cannot call “best practices,” and outlined the methodology for the upcoming Supply Chain Index, a woman who had listened intently in the audience told me that I had thrown “cold water” on the audience. My message in the presentation was simple.
The process generally involves placing a purchase order with a supplier that says ‘Please deliver to us a cooling system to the attached specification’,” explained Ms. However, prior to implementing their current solution from Axit, this was all done via Excel spreadsheets, as Ms. Hennecke explained: “It was very challenging.
Many of the case studies being presented at today’s conferences were born during the pandemic and the post-pandemic turbulence. The audience assumes that the presenting company is outperforming. Watching the presentations, I wonder how we became so laser-focused on such a limited view of risk.
As I shopped at Best Buy for office supplies, I struggled to not think about the massive disruption of electronics supply chain. I find three: organizational design, executive understanding of supply chain, and the lack of a clear definition of an optimization function for supply chain excellence. Clarity of Supply Chain Excellence.
With the purchase of i2 by JDA, and Logictools by IBM, manufacturing companies serious about network design started looking for a company, with a well-established community, that was more serious about network design. Most companies are still struggling with “what good looks like” and “what defines supply chain excellence.”
Buying supplies, equipment, low preference items and the latest innovations to support high-value care delivery is expensive and while it’s not an area where you want to skimp, there are certainly ways to reduce these expenses without impacting quality of care. The Path to Supply Chain Excellence.
The secondary problem is the lack of definition of process requirements and a buying team that cannot see past simple MRP/MRP II/DDMRP requirements. This year, the program included presentations from Dollar General, Sleep Number, and Western Digital. Visual Artist Representation of the First Day of the Program.
Even though things seem to be going well (all of the meeting details are well-executed and the speaker is giving an energized presentation), the room is eerily quiet. By purchasing planning and transactional systems for a common vendor, they had one throat to choke and they were familiar with the architectural elements.
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 supply chain management practitioners. Leadership Excellence for the Digital Age – LogiSYM January/February 2018.
I writhe in my seat at most conferences and count the number of times the word “digital” is used in presentations. Here are my predictions for 2018: Supply Chain Excellence as We Know It Is Redefined. Supply chain excellence definitions evolve as companies explore the Art of the Possible. I am often uncomfortable.
Or agreement on the definition of supply chain excellence. 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. We are driving functional excellence and incrementally. (To Moving Forward.
I struggled to manage myself as I settled in elbow-to-elbow with the group to listen to the presentation. When Gartner purchased AMR Research in December 2009, the methodology became the Gartner Supply Chain Top 25. During the presentation, I squirmed uncomfortably in my seat. Launching The Supply Chains to Admire Methodology.
So should the purchasing process. . RFIs tend to work well for certain industries (like government) or for purchasing equipment and industrial assets, bu t t hey often fall short in helping supply chain teams select a new software vendor. There is valuable time and effort put in by both the supplier and the purchasing party.
While there is much hype on DDMRP and the use of orders as a proxy for demand, companies need to remember that orders carry latency: they are out-of-step with market purchase behavior. The transformational wave is slowly transforming the automotive industry from a focus on selling “rides” versus the purchase of an automobile.
My schedule had me on a plane to Chicago at the time of the presentation. We rescheduled my flight and I quickly put together some slides for the presentation. (To I had successfully adapted to give a presentation on agility to 254 people. Q: You mention that Executive Buy-in is the biggest stumbling block.
Let me give you an example: Last week, I gave a presentation at a global supply chain team meeting of 175 professionals. This team is not buying the message. As I cleared my throat, and pushed my toes deep into my shoes, I bounded up the stairs to start the presentation. Very different, but insightful presentations.
Gartner purchased the firm in 2010.) Driving Improvements in Supply Chain Excellence. He felt strongly that supply chain leaders knew how to drive supply chain excellence and needed a forum– or maybe two or three depending on the business model– to help them network and refine their approaches. I disagreed.
Nowadays, procurement departments not only focus on the day-to-day buying operations but also search for the most efficient ways to go about them. Thorough analysis allows procurement professionals to surface, visualize, and presentpurchasing patterns, which are then evaluated by the stakeholders. From whom are we buying?
And perhaps most critically, a lack of real-time visibility into stock levels prevents informed decision-making about purchasing, production, and fulfillment. Reporting and Analytics Dashboard Analytics dashboards present complex inventory data as visual insights, enabling quick decision-making.
eAuctions are online real-time dynamic discussions between one purchasing organization and a group of pre-qualified vendors competing for the purchaser’s trade. This also speeds up the transaction process by eliminating the need for individual vendors to present a detailed project (Medius, 2021).
Let me tell you how international e-commerce is changing one buying pattern and why it will reshape global logistics operations and government import regulations. In this case, it was not in bulk but individual purchases. French customers were buying directly from Chinese merchants. At a low level, the answer is no one would.
I suggested a POC as a way to “try before you buy” and mitigate the risks of choosing a supply chain planning solution that doesn’t fit your organization or live up to its marketing materials. A proof of concept provides an excellent opportunity to evaluate how easy the vendor will be to work with during an implementation and rollout.
Procter & Gamble and Kimberly Clark); but for most companies that I have worked with, I see that they have purchased and implemented inventory technologies, but there has not been an impact on future years results in either Days of Inventory or Days of Working Capital. It is in presentation after presentation. I think not.
At the end of every presentation, one of my clients always says, “Let’s fix the basics.” Foundational to supply chain excellence is the reliability of delivery, quality, and service. The Sleep Number Story of Supply Chain Excellence. Defining the Customer Experience Through Supply Chain Excellence.
How do they buy from you? How do they buy from you?” Spinnaker Management Group asked me to co-present on a demand-driven webinar with SanDisk. Kehat’s feedback is that “Getting management buy-in for the implementation of cost-to-serve process is easy, but the implementation is difficult.”
This is not the case with the purchase of direct materials. Direct material purchases are still controlled by Material Requirements Planning (MRP) and traditional buying processes. The focus is primarily about the reduction of purchase costs. These workflows are not present in ERP. Use an augmentation strategy.
The discussions are full of vacuous presentations and over-hyped promises. Or mine supplier shifts to build alternate buying plans. Sadly, I don’t feel that we are standing on the shoulders of giants. My concern is the growing knowledge gap between consultants, system integrators, and business leaders. Test and Learn.
This warehouse runs at a perfect optimum with fixed capital in the form of inventory balanced perfectly with sales and purchasing, and all the items perfectly distributed to the various storage areas of the warehouse. Operational excellence systems for the best use of the human resource.
The overall theme is the “Journey to Procurement Excellence”, focusing on how Procurement can deliver value through supplier collaboration, supplier risk management and more advanced strategies and capabilities to deal with Procurement and supply chain management risks and challenges – while not forgetting cost and operational perspectives.
Over time, I’ve been fortunate to work in groups where both men and women were well represented, and I’ve had excellent leaders who championed my career by giving me the freedom to chart my own path. The truth is women have long been underrepresented in supply chain leadership. Q&A with three inspiring women in supply chain.
Other than the purchasing power, Covid has also shifted our buying behaviors, turning upside down what used to be typical when purchasing goods. Besides being excellent venues for chit-chats, social media networks will be the primary places to do shopping. In that case, people will likely buy the brand’s products.
The focus is on the platform; in each presentation, the company struggles to answer the question, “What problem do you solve? At the event, presentation after presentation focused on improving engines. Demand latency is the time to translate the purchase in the channel to an order.) And, why should a business leader care?”
Yesterday, I presented to 700 global attendees on an APICS webinar. In the presentation, I shared data on the evolution of supply chain planning and the results on user satisfaction. Buying these solutions is far more complicated than is represented in a simple four-box quadrant. The results confound me. Let me share the story.
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