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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.
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.
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week, at the Gartner SupplyChain Summit in Orlando, that many will don their Mickey ears to discuss what I consider outdated supplychain planning models. Buyingsupplychain planning software is hard.
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.
Think of it as the central nervous system of your operation, connecting everything from production planning and inventory control to supplychain management and financial reporting. SupplyChain Integration: Connect your suppliers with your production demands, creating a seamless flow of materials and information.
Wikipedia Unleashing the Contrarian Here are my thoughts this morning over coffee: Gartner Top 25: Really A Celebration of SupplyChain Leadership? Designed to lift the profession and celebrate supplychain results, I struggle to find that the methodology supports either objective.
. <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.
Integrated Planning: Tight Coupling of Enterprise Resource Planning (ERP) to SupplyChain Planning (SCP). However, what is clear from our recent study of 73 manufacturers using supplychain planning is that companies using best-of-breed solutions implement faster, achieve a quicker Return-on-Investment (ROI), and are more satisfied.
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.
The supply network–shipments and production of trading partners–represents over 70% of the environmental impact of supplychain decisions. Networks take three forms–demand, design, and supply. Here I share insights on the sharing of supply data. PE Firm Buy-out and Consolidation.
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 find the evolution of social technologies, and the promise of social, exciting for the supplychain.
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.
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. In September of 2020, the company hired Jeff Baker to be their Vice President of Procurement and Integrated SupplyChain.
At the beginning of the third decade of supplychain management, a new class of applications was born. In the beginning, the inventory management solutions of LogicTools , Optiant and SmartOps pushed to take operations research to a new level through supplychain optimization. SmartOps was purchased by SAP.
We have this today in most supplychain planning solutions. My focus in this post is on the graph and GenAI. ” Same for SAP HANA. My Point of View (POV) is that the best use case for SAP HANA is the in-memory capabilities for repetitive work. Many supplychain leaders are action-oriented and want to drive action.
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). In 2018, Rockwell Automation won the SupplyChains to Admire Award.
My takeaway is a serious concern by attendees on the impact of SAP RISE on global supplychains. Definition: “The RISE with SAP offering includes an AI-powered cloud ERP that’s managed and optimized by SAP. SAP is the maestro of charging customers for software upgrades. It was painful.
In the presentation, I shared data on the evolution of supplychain planning and the results on user satisfaction. However, in the polling data in the APICS webinar, we found that over 70% of the respondents had deployed solutions from the ERP-expansionists (either SAP or Oracle). The results confound me. Let me share the story.
In a development similar to buying your first colour TV (yes my dear daughter, we watched black & white telly) or the first microwave cooker, I have finally bought a Smartphone. No, not me and the new Smartphone but you Mr. CEO; you and your SupplyChain IT purchases. Why would you do this? And guess what?
Over his 30+ year career in the supplychain, Richard has worked with manufacturers around the world in operations, supplychain, and lean strategy roles to develop systems that can manage complex supplychains on a global scale. acquired by SAP). Richard previously founded and led Factory Logic, Inc.
As an analyst in the supplychain market for 15 years, I have written many articles on best-of-breed technology companies purchased by a larger company. It is a story of supplychain innovation. The products of Terra Technology are unique, but poorly understood by the mainstream supplychain team.
Today, the multi-tier capabilities for supplychain management are coming from the born-again marketplaces. While there is work within SAP to rethink SNC and use the assets purchased with Ariba to build multi-tier capabilities, the progress is not encouraging. Today, we know that these assumptions were incorrect.
This shift offers both opportunities and challenges for supplychain leaders , who must navigate complex technology adoption with a strategic focus on workforce development. As supplychains become increasingly automated and tech-driven, the demand for digitally skilled employees continues to rise.
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.
Regional supplychain companies are attempting to define global requirements. They are well versed in requirements for regional supplychain planning, but they are attempting to redefine their processes and be more global. Success in SupplyChain Planning Is a Flip of a Coin. There is no one right answer.
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). In 2018, Rockwell Automation won the SupplyChains to Admire Award.
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.
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. SupplyChain Index.
I am speaking to companies that are being held hostage to SAP HANA upgrades with 70% cost overruns and 60% time schedule expansion. Similarly, SAP Ariba frustration is mounting in the market. Yet, the IT team is still mandating SAP standardization. For many, mandating SAP is job security for the IT implementation team.
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. Here are my predictions for 2018: SupplyChainExcellence as We Know It Is Redefined. SupplyChain Planning Redefined.
CAGR , the global supplychain management software market is expected to touch USD 50 billion by 2032. This one figure speaks volumes about how organizations worldwide want access to the best supplychain management tools to boost efficiency and value in their distribution and logistics network. The real challenge?
The supplychain leader is incredibly busy and made even busier by having to navigate systems that don’t work well. Through digital marketing, small brands are cropping up all over, and it is sentiment analysis and digital content driving purchases. Make digital supplychain transformation a priority.
I think that IBM, HP, Microsoft, Oracle, SAP and Teradata are victims today in the information technology sector. As I whirl past the factories in the car, it makes me think about the adoption of supplychain planning. My Journey with SupplyChain Planning. This is disruptive innovation. ” I thought.
Dependency on Excel. Due to the shortfalls in the evolution of Advanced Planning, 68% of business users use Excel spreadsheets as the primary mechanism for planning. This is especially true for processes dependent on the ERP-based solutions from Infor, Oracle and SAP. Clarity on SupplyChain Strategy. The result?
When it comes to the management of inventory in value chains, frustration abounds. Executive, after executive, lament, “They have purchased many technologies and sponsored many projects to reduce inventories, but they are not seeing results.” The supplychain is a complex system with increasing complexity.
Six years ago, on a snowy January afternoon, I wrote my first post for the SupplyChain Shaman. My goal is to write insights for the supplychain visionary. The SupplyChain Shaman is an independent blog. I manage a team at SupplyChain Insights and actively publish using an Open Content research model.
The network senses, translates, and orchestrates market changes (buy and sell-side markets) bi-directionally with near-real time data to align sell, deliver, make and sourcing organizations outside-in. Today’s supplychain processes are inside-out with a focus on orders and shipments.
In the 1990s, I transitioned from managing an emerging supplychain organization at a mid-sized manufacturing company to working for a supplychain planning company. I loved my classes in supplychain strategy and naively believed that companies actively applied the principles of Porter’s theory.
In the 1990s, I transitioned from managing an emerging supplychain organization at a mid-sized manufacturing company to working for a supplychain planning company. I loved my classes in supplychain strategy and naively believed that companies actively applied the principles of Porter’s theory.
In my role with Logility, I have the opportunity to work with a wide variety of companies and executive management teams around achieving their supplychain goals and prioritizing their initiatives. Often these CIOs ask me to explain the differences between supplychain solutions from an ERP provider versus Best of Breed solutions.
After the SupplyChain Insights Global Summit , I took the time to recharge and took a month off from writing. The presentations from the Summit are posted now on the SupplyChain Insights You Tube Channel. The focus is on the role of supplychain finance in driving supplychainexcellence.
At the time, DuPont, now acquired by DOW, boasted externally on internal adherence to SAP standardization for decision support. Tight coupling of the supplychain forecast to the financial forecast will improve value. Demand latency is two-eight weeks delayed from consumption purchase to translate to an order. Measure it.
In my role with Logility, I have the opportunity to work with a wide variety of companies and executive management teams around achieving their supplychain goals and prioritizing their initiatives. Often these CIOs ask me to explain the differences between supplychain solutions from an ERP provider versus Best of Breed solutions.
Drones and its future in supplychain and logistics processes. Logistics Excellence: Now & in the eFuture. What is the #1 technology topic Descartes CEO Ed Ryan gets asked about? Will this include drone deliveries? DescartesEvolution keynote by Ed Ryan, complete with drone! pic.twitter.com/rDXqt2Q7rV.
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