This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Most companies segment their supplychain by breaking it down according to operational and logistical metrics. But there is another way to segmentsupplychains that begins with the customer. She says that companies typically create 2 to 5 customer segments.
Gartner has identified five stages of supplychainplanning maturity and they say that 70-80% of companies plan to increase their supplychainplanning (SCP) technology spend over the next two years to climb to the next level. Build more resilient supplychainplans (e.g.,
Finance speaks a different language than supplychain. But by monetizing Sales & Operations Planning (S&OP), supplychain planners can speak the language of finance while developing S&OP into a more mature process. This isn’t just aligning financial planning with S&OP.
Last month JDA teamed up with IndustryWeek and Altera Corporation to present a Webcast on the topic of supplychainsegmentation titled: One Size Doesn’t Fit All: Altera’s SupplyChainSegmentation Journey to Profitable Growth. Just like our customers.
Supplychain resilience is “the capacity of a supplychain to persist, adapt, or transform in the face of change” Wikipedia. I am thinking a lot this month about business resilience and the role of supplychain leaders. In the last decade, supplychain performance regressed.
This thing called research in the supplychain market has many arms and legs. I struggle to find a good supplychain academic journal, and often speak to my academic network about the need for one. In a nutshell, the research states there is a correlation between cost, inventory, and forecast performance.
Will the supplychain ever catch a break? With every link of the supplychain impacting businesses both large and small, keeping up with the globally disrupted supplychain evolution is a recipe for whiplash. Raw Material Shortages Are Affecting a Challenged SupplyChain.
Now, imagine if Sara’s applied the same supplychain strategy to both of these types of customers and channels. As you might expect, it would lead to numerous inefficiencies, jeopardize profits, and in a worst-case scenario, could even result in the business shutting down due to a completely collapsed supplychain.
Yet a century later, a ‘one-size-fits-all’ approach to supplychain has persisted well beyond its apparent sell-by date. For example, a survey of 100 organizations found that only 8% of manufacturers had achieved an advanced segmentation capability. What is supplychainsegmentation? How has this happened?
by Alexa Cheater It’s Time for the Evolution of SupplyChain: 4 Characteristics to Watch for With SupplyChain 2.0. The decades-old challenge of supplychain is now more difficult to solve than ever before. With complexity growing, an evolution of the supplychain needs to begin now.
This age-old challenge of supplychain is now more difficult to address than ever before. With complexity growing exponentially, supplychains and their associated capabilities need to start evolving now. According to Accenture, the answer lies in supplychain evolution. It’s SupplyChain 2.0!
In business conversations, the term supplychain excellence rolls off the tongue frequently in meetings, but what does it mean? Supplychain excellence is harder to define than to say. We designed the SupplyChains to Admire Methodology to help companies define supplychain excellence.
I pride myself on being an expert in designing and implementing Sales, Inventory and Operations Planning. There is no one-size-fits-all in your supplychain. It will put your supplychain at a more effective use. For A-products we may define higher service levels and carry more inventory.
by Dr. Madhav Durbha As supplychain professionals, we can grow insular in our thinking, as on a day-to-day basis we risk confining ourselves narrowly to our domain of responsibility or solving challenges specific to our regions. The 2017 SupplyChain & Logistics EMEA summit & expo was one such opportunity.
As demand and supply volatility increases, the goal is to build a flexible supplychain system. The definition is one that can deliver the same cost, quality and level of customer service with the increase in demand and supply volatility. Only one third report that they are able to execute the S&OP plan.
As a Phd in inventory optimization, I’ve started my supplychain career in adjusting inventory parameters with surgical precision. I was, and I still am passionate about applying statistics and advanced analytics to the supplychain domain. I’m still training supplychain experts on how to do this.
The Aberdeen SupplyChain Summit in Chicago earlier this month was a productive event for supplychain executives and practitioners. I also had the pleasure of hosting a roundtable session on supplychainsegmentation along with Bob Heaney , Aberdeen’s lead analyst for SupplyChain Management.
In both cases, planning for the future has become increasingly difficult. It is often during seasons of tremendous uncertainty that … The post 5 Tips for SupplyChainPlanning in a Turbulent Environment appeared first on Chainalytics.
Is it time to start to plan the new year? At this time of year, we find many companies planning workshops to stimulate thinking on building a digital supplychain and igniting next-generation supplychain thinking. We are offering three types of benchmarking: planning, financial and organizational.
Managing inventory in a supplychain is complex due to issues like downtime, delays, and demand fluctuations. Multi-Echelon Inventory Optimization (MEIO) is the solution, offering a sophisticated approach to optimizing stock levels, reducing costs, and improving service. What is Multi-Echelon Inventory Optimization?
The 6 W’s of SupplyChainPlanning Systems of Record. If you’re unfamiliar with the term “supplychainplanning system of record,” it is essentially the one place where an organization can bring together all supplychain data and plan its enterprise operations. Tuesday 13 March 2018.
The beauty of the supplychain is all around us. I guess I’m a supplychain junkie…can’t get enough of it. So rather than write another one, I thought it would be interesting to look at this omni-channel world in a daily life setting, but viewed from a supplychain junkie’s perspective.
Perhaps the most overworked word in the supplychain management lexicon is “visibility.” Yet it’s difficult to overstate the importance of a view into what’s going on in the supplychain. It’s also important to have the capability to track shipments anywhere along the supplychain, and receive alerts on potential delays.
In each issue we aim to cover a cross-section of topics that span regions, industry verticals and business functions with a goal of introducing strategies and best practices that resonate with a broad cross-section of supplychain practitioners.
Now, imagine if Sara’s applied the same supplychain strategy to both of these types of customers and channels. As you might expect, it would lead to numerous inefficiencies, jeopardize profits, and in a worst-case scenario, could even result in the business shutting down due to a completely collapsed supplychain.
The last 15 years have been a rollercoaster for supplychain professionals as companies embraced supplychain innovation, moving up the five steps of the supplychain maturity curve, supported by new technologies. Figure 1: A fresh look at the Five Tenets of High-Performing SupplyChains.
Supply & Demand Chain Executive recently announced its annual list of the best 100 supplychain transformations and projects that deliver bottom-line value to small, medium and large enterprises across a wide range of supplychain functions. Highlights from SanDisk’s supplychain transformation.
The novel coronavirus (COVID-19) has created profound uncertainty, and catapulted the vulnerabilities of interconnected supplychains front and center. Supplychain managers who are experiencing supply risks, demand uncertainty, and “wait and see” leadership directives are asking: What should I do now?
Building a High-Performing and Profitable SupplyChain. In Part I of my SupplyChain Strategy series, I explained why the five tenets of High-Performing SupplyChains remain a great starting point to build your supplychain strategy. Figure 4 – Maturity Model for Customer-Centric SupplyChains.
In anticipation of his presentation at JDA’s Innovation Day in Chicago on September 10, SupplyChain Nation sat down with Rick Blasgen, President and CEO of CSCMP, as part of our Expert Insight series to get a preview of his presentation on the State of SupplyChain Management. We still need that information.
Inventory management improvements can lead to operational gains across multiple lines of business. A change to production demands has implications all the way through to the supplychain, and vice versa. With all of this in mind, here are three non-warehouse lines of business that benefit from innovation in the supplychain: 1.
Inventory management improvements can lead to operational gains across multiple lines of business. A change to production demands has implications all the way through to the supplychain, and vice versa. With all of this in mind, here are three non-warehouse lines of business that benefit from innovation in the supplychain: 1.
My hand was enjoying the warmth from the porcelain coffee cup and I was loving the solitude when a supplychain leader approached me with a cup of tea in his hand. After you implement, demand planning well, there is little that you can do to improve the bias and the accuracy of the forecasting process. It is what it is.
In Part I of my SupplyChain Strategy series, I explained why the five tenets of High-Performing SupplyChains remain a great starting point to build your supplychain strategy. This post will explore the three capabilities essential to supplychain redesign. Frequent product portfolio changes.
Changing order behavior, from pre-order to ad-hoc supply requirements with lower volumes and higher frequencies, has become key for customers. But, more significantly, they have looked to enhance their supplychain efficiency and responsiveness to ensure that a lack of availability is never an issue.
Discussion Questions: Carefully explain the difference between a “resilient” and an “efficient” supplychain. What strategies do the authors suggest for making a supplychain both “resilient” and “efficient” at the same time? SupplyChains Can Be Both Resilient and Cost Efficient.
As an increasing number of organizations engage with vendors on a global level to fulfill their supplychains, the need for supplychain robustness has never been so critical. The Global SupplyChain Landscape: What is the current situation?
Tasked with figuring out what drones mean in a warehouse environment, he dismissed the common preconception that drones will soon be carrying items around warehouses (they are too heavy), and explained how they will instead be used for scanning codes to monitor inventory levels. The supplychain of the future.
SupplyChain Management. The Infosys global supplychain management blog enables leaner supplychains through process and IT related interventions. Discuss the latest trends and solutions across the supplychain management landscape. SupplyChain Management. SupplyChain Matters.
Mark Hersh (shown here) is now a Director of SupplyChain Strategy at Clorox while Dave retired in 2018. Mark and Dave, both career Clorox employees, drove a program to customize the supplychain response using Value ChainSegmentation. Designing a Fit For Purpose SupplyChain.
It named its approach ‘segmentation’ and asked customers what they wanted, so that the company could produce different offerings that matched varying needs and wants. What is CRM in SupplyChain Management? A brute force, one-size-fits-all approach in supplychain ends up over-serving some customers and under-serving others.
We organize all of the trending information in your field so you don't have to. Join 102,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content