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5000 developers are working on product enhancements and extensions to the SAP spend management suite. At SAP Spend Connect Live, held October 14-16 in Las Vegas, SAP did make several significant product announcements. Spend Management Takeaways SAP continues to invest in using generative AI to improve the user experience.
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.
Imagine a world where supplychains run with complete transparency, efficiency, and automationwhere every transaction, shipment, and payment are executed seamlessly without intermediaries slowing things down. For decades, supplychain management has encountered bureaucratic bottlenecks, inefficiencies, and trust issues.
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.
Christian Klein, SAP’s CEO, Speaking at Sapphire SAP’s user conference, Sapphire, ran from June 3 rd through the 5 th in Orlando. 12,000 SAP customers and partners attended the event, and another 15,000 watched remotely. SAP (NYSE: SAP) is the world’s largest provider of enterprise applications.
SAP’s user conference, Sapphire, ran from June 3rd through the 5th in Orlando. 12,000 SAP customers and partners attended the event, and another 15,000 watched remotely. SAP (NYSE: SAP) is the world’s largest provider of enterprise applications. However, SAP has 27,000 customers.
For the past few years, the news has been filled with stories about supplychain disruptions, supplychain fragility, and the need for supplychain resilience. A term once prominent in supply discussions optimization isn’t heard quite as often as it used to be.
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.
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.
As supplychain leaders face heightened demand uncertainty and extreme supplychain disruption, the answer is not going to come from Silcon Valley. Big Tech innovation did very little to improve supplychains, but the implications of these layoffs loom large adding another layer to the current disruption.
Introduction Today’s supplychain presents significant complexity and operates at an accelerated pace. Businesses increasingly encounter challenges in maintaining visibility and operational efficiency, especially as disruptionsfrom supply shortages to unexpected demand surgesbecome more frequent occurrences.
Introduction Inventory management is the backbone of a successful supplychain operation, but it’s often a source of persistent frustration. Mobile inventory management offers a transformative solution, providing the real-time data and streamlined workflows needed to optimize operations and gain a competitive edge.
Richard Lebovitz and Joe Lynch discuss leading inventory attack teams. 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. acquired by SAP).
Life for the supplychain leader is more complex. The future inventory fire sale. We are living in a world of rich supplychain case studies. Each day, the Wall Street Journal features a supplychain failure as front-page news. Why Is There No Economy of Scale in SupplyChain Acquisitions?
The supplychain world is dominated by men. So, why is it that in this male-dominated world of supplychain there is very little chutzpah? The supplychain team takes and ships orders. The supplychain team with chutzpah has courage. My circular logic goes like this. Men have cojones.
If your company’s supplychain survived 2020 and the disruptions of early 2021, it’s safe to say it has passed the supplychain resiliency test. Supplychain disruption has many sources: tariffs and trade disputes, natural disasters, pandemics, economic uncertainty and cybersecurity attacks.
This year, a recurring theme that I saw was about using supplychain data to improve the customer experience across the entire value chain. Here are the ones that stood out to me, especially as it relates to supplychain data. This new dashboard gives retailers a lot of supplychain data to see where they stand.
” Here is an excerpt from the article: “…it isn’t by becoming more efficient that the supplychains of Wal-Mart, Dell, and Amazon have given those companies an edge over their competitors. According to my research, top-performing supplychains possess three very different qualities. The gap was large.
Picture this: You’re a warehouse manager, and with a few taps on your smartphone, you instantly know the exact location and quantity of every item in your inventory. That’s not science fiction—it’s the power of mobile inventory management. Ready to turn your inventory from a headache into a strategic asset?
Further, supplychain professionals don’t believe we are going back to the smooth and predictable supplychains of yore. They need supply planning capable of concurrent planning, multi-enterprise supplychain networks, real-time supplychain alerts across an n-tier supplychain, and a data lake.
Over the years we’ve built strong relationships with hundreds of global companies, and we hear the same challenges again and again: they can’t accurately plan for intermittent demand, they’ve got too much capital tied up in inventory, and their planners are overwhelmed by data management and complicated math. and reduced inventory by 18%.
Traditional forecasting tools such as SAP APO, designed 25 years ago or more, generally hold their own in this environment. In today's market, demand management success is like the flip of a coin," says Laura Cecere, founder and CEO of SupplyChain Insights. “We See example below of Systagenix case study).
The goal of this blog is to help business users maximize their current SAP Investments in a time of change. High-tech manufacturers in the Silicon Valley of the United States are some of the best at supplychain planning. In this tough market being good at supplychain planning is a critical element to be competitive.
The goal of this blog is to help business users maximize their current SAP Investments in a time of change. High-tech manufacturers in the Silicon Valley of the United States are some of the best at supplychain planning. In this tough market excellence in supplychain planning is a critical element to be competitive.
The supplychain space is heavily laden with acronyms, gobbledygook, false narratives, and over-hyped, fast-talking technology sales teams. “At the Digital SupplyChain event at SAP. ” When I asked the question, I got an answer from LinkedIn that the research focused on digital maturity with SAP.
Last week was the SupplyChain Insights Global Summit. 110 supplychain leaders attended. In preparation for the summit, we readied the final report of the work on translating balance sheet results into a methodology to judge SupplyChain Excellence. SupplyChain Design. ” Yes, I said.
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.
Over the year, COVID-19 introduced even greater complexity into the already difficult work of supplychain planning–and changed supplychain from a practitioner-focused topic to everyday dinner table conversation. Digital supplychain transformation will accelerate.
SAP touts “best-run companies” while the Accenture ads claim “ high-performance supplychains.” I am a nomad, searching for a good definition of supplychain excellence. Supplychain leaders are naturally competitive, and they want to know how well they are doing.
SAP IBP is a powerful tool that brings together all the elements of large organizations, including supplychain management, sales, finance, and operations, into one integrated platform. This, in turn, enables organizations to make informed decisions about inventory management, production planning, and resource allocation.
At the beginning of the third decade of supplychain management, a new class of applications was born. It was called multi-enterprise inventory optimization. Last week, one of the last survivors from the software inventory optimization software market ceased to exist as a stand-alone software company. It is no more.
Running a complex, global enterprise from one large suite of seamlessly integrated applications is a powerful vision, and SAP has done well to implement this vision. It’s important to know the dangers behind SCM-to-SAP integration, and how to avoid them. SAP ERP-to-SAP SCM Standard Integration.
. <Bear with me… > Here I share a nine-step process in an attempt to help companies unravel the process for buying supplychain planning software. Let’s face a hard fact: the supplychain planning market is a mess. Should I migrate to SAP IBP? The genesis for this post stems from frustration.
Source: Gartner SupplyChain Executive Conference. Procter & Gamble (P&G) is known for best-in-class supplychain planning. Equally it poses huge supplychain planning challenges. P&G’s existing planning system, designed for its main supplychain, couldn’t support GDM’s complexity.
When I started my business in 2012, I frequently wrote about the future using the moniker of SupplyChain 2020. We had just recovered from a recession, and my goal was to help supplychain leaders create a better supplychain by the end of the decade. At that time, SupplyChain 2020 seemed so far away.
I am speaking this morning at the Terra Technology conference and doing a book signing of my new book, SupplyChain Metrics That Matter. The world of supplychain is active on my iPhone. In parallel, I have been hard at work on a report on multi-tier inventory optimization for the last two weeks. What do I see?
Nowadays everyone’s writing and speaking about supplychain complexity , but not many are talking about how to turn around all that complexity and variability for business advantage. The company’s tremendous growth resulted in a very complex supplychain network that was no longer running optimally. million SKU-Markets).
It is the adoption of new forms of B2B networks for supplychains. As background for the new reader, I have been an analyst in the supplychain management market for 12 years. This was followed by a short stint at Altimeter Group which led to starting-up my new company SupplyChain Insights.
Mars has been on a journey to transform their digital supplychain. In 2019, Will Beery was appointed the vice president and tasked with leading the company’s global digital supplychain transformation. Mars’s Digital Transformation Mr. Beery started by asking, “what does a digital supplychain mean for us?”
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.
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. At the SupplyChain insights Global Summit , Nick shared his story on driving demand-based improvements. Understanding the Lubricant SupplyChain.
You’re juggling production schedules, managing inventory, keeping an eye on finances, and making sure everything runs smoothly on the shop floor. 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.
Supplychains are the backbone of global trade that ensure the smooth movement of goods and materials across industries. One of the most effective strategies for building resilience is integrating project management into supplychain operations. A well-managed supplychain does not just survive crises it thrives in them.
If this challenging past year has taught us one thing, it is the value of connections–not only in our lives, but in supplychains. Indeed, when customers contact us for planning support through our COVID-19 Action Center, they are usually grappling with similar supplychain disruptions–or disconnections. .
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