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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.
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.
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.
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. To achieve this, having the right planning solution is crucial. Short-term benefits.
For businesses, DPPs are becoming essential to comply with best practice guidance as well as coming statutory regulations that demand transparency in supplychains. Blockchain can also build trust in the supplychain, as all channel stakeholders can verify the same data.
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.
In follow-up qualitative interviews, one of the largest issues with organizational alignment was metric definition and a clear definition of supplychainexcellence. To manage continuous improvement, companies need a clear definition of excellence and organizational alignment to that goal. What Drives Value?
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? The reason?
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.
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?
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.
”) 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?” I thought back to the press releases I wrote at prior technology companies, which only had a glimmer of truth.
In the supplychain management industry, words swirl but lack definition. Will we transform and improve supplychain planning systems based on AI? Over the past decade, over 320,000 supplychain leaders have followed me on LinkedIn. (I The winds of change transform industries. Again, who knows?
Autonomous SupplyChains In this competitive environment, a CPG manufacturer needs to fight to get space on retailer shelves in each region, keep those shelves stocked, compete and collaborate simultaneously with e-commerce, and maintain its operating margins. each with discrete plans generated typically in sequential batch runs.
“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.
. <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 purchasedsoftware, but are dependent on Excel spreadsheets.
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’.
From harvest to hands, the food & beverage (F&B) industry leaves no room for guesswork, especially without supplychainoptimizationsoftware. This reality is compelling F&B companies to rethink their strategies and approach to supplychainoptimization and demand planning.
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?
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. Collaboration is Key.
Technology for All In a retail era dominated by e-commerce giants, customer expectations have shifted towards instant product delivery at no cost. To meet these demands and ensure superior delivery experiences, retailers and carriers must leverage last-mile delivery technology.
With approximately 95% of American households relying on products like recyclable aluminum foil, self-sealing wax, freezer paper, disposable bakeware, trash liners, and more, this organization strives for continuous improvement in their supplychain. But what are they really chasing?
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.
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 supplychain design or reengineering today. Let me start with the confusion between planning and execution. She states that.
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. Shifts in Technology. Stay tuned. Background. They did it.
Behind the scenes, BT SupplyChain has been the backbone of the company’s operations for 30 years, making sure customers get the best experience. The supplychain division fulfills 40,000 individual customer orders every day, making sure that 32,000 engineers get the tools, parts and equipment they need to deliver support and services.
Supplychainsoftware is changing. So should the purchasing process. . As someone who has worked in supplychain for over 20 years, I’m very familiar with Requests For Information (RFIs) and Requests for Proposals (RFPs). Is it because the current tool you use needs a lot of fiddling and adjusting?
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.
Today, supplychainexcellence matters more than ever. During the pandemic, the supplychain discussions take new importance. While the supplychaintechnology market lost its allure at the start of the last decade, it is now cool again. The supplychain career is new. Reflection.
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.
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.
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.
As global supplychains continue to tackle ongoing disruptions, one major headwind that most organizations are faced with is the inflationary environment we are living through. Trying to evaluate bids with such complexity is well beyond the realm of manual methods and Excel spreadsheets. Digitalizing sourcing (i.e.,
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. That was carrots.
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. by John Westerveld.
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.
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.
GEON Performance Solutions purchases plastic pellets and add plastic compounders to make products of different strength, resilience, and flexibility. When companies want to digitally transform their supplychain capabilities, moving to an integrated business planning process (IBP) is often at the heart of the transformation.
Is this true for the supplychain industry? What seems to be clear by now is that the COVID-19 pandemic has laid bare the vulnerabilities and risks of today’s global supplychain networks. This is also true for states and research institutes through advanced supplychain design and management expertise and capabilities.
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.
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.
Supplychain disruptions, like the one we are currently experiencing due to the COVID-19 Pandemic will continue to happen. Although I am sure I missed a few, the point is our global, complex, fast-paced supplychains can be disrupted in hundreds of ways and I for one don’t see that changing anytime soon.
Missed appointments, dock scheduling mix-ups, crowded yards with insufficient parking, dropped trailers — all have cascading effects up and down the supplychain. Some have automated, gateless check-in; some direct the drivers to check in with the shipping office. The net result? Higher expenses. Dissatisfied customers.
I interviewed John Sobeck, Vice President Material Management Services and SupplyChain 4.0 at the ZF Group, about their digital supplychain transformation journey. This technology company is headquartered in Friedrichshafen, Germany. The ZF supplychain is complex. ZF’s Digital SupplyChain.
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