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
She wrote, “I have been working in the supply chain for 35 years, and we are still trying to solve the “demand” issue. Solving from a supply side seems to work for many companies I work with. Over the last two years, I actively engaged technologists and business leaders to redefine demandplanning.
(The planning team was defending the status quo without questioning current practices and how to improve them.) The question was, “How can I redefine demandplanning processes to use channel data?” Their question was, “Why were consumer products companies not using retail data to drive demand processes?”
Let me start by saying that t he process is not a panacea to solve all supply chain ills. For most companies, building a great S&OP process is a missed opportunity. For me, there are ten characteristics that define a great S&OP process: Clear and Actionable. S&OP is a business process.
Balancing forecast accuracy with inventory management gets more challenging every day. Artificial intelligence (AI) and rapidly developing generative AI tools provide complex, real-time, and in-depth insights specific to supply chain management. These approaches help companies improve short-term, mid-term, and long-term planning.
Managing disruption of any kind has become the #1 priority in supply chain operations. But, as leaders know, adapting to change is rarely a simple task and requires a fresh look at existing processes in planning and sourcing, inventory management, warehousing & distribution, and more. Download your copy today!
While the terminology evolved, the underlying thesis of S&OP has stayed the same, i.e., bridge the divide between sales forecasts and operational plans while respecting the budget. Then the process was put to test in recent times, as increasing demand and supply side shocks caught companies flatfooted.
My last post on the Supply Chain Shaman blog was forty-five days ago. My first focus was on China sourcing. Then it was the redefinition of the supply chain for the global shutdowns Sick with the virus; I spent my energies writing and moderating podcasts. As we moved into our new roles, for all supply chains, demand shifted.
For the first in seven years, I was not heads-down preparing for The Supply Chain Insights Global Summit. During this pandemic, sensing market changes, using data, and driving decisions at the speed of business matters more than ever. Tarif issues on Canadian spruce lumber complicate the surge in demand for the building surge.
During the pandemic, demand fell, and it was now available. However, supply chain leaders well understand that drug discovery, manufacturing, and distribution are all necessary to deliver the vaccine to a willing arm. Development and distribution, as any supply chain leader knows, are two different topics. None called.
In follow-up qualitative interviews, one of the largest issues with organizational alignment was metric definition and a clear definition of supply chain excellence. In my post Mea Culpa, I reference my work with the Gartner Supply Chain Hierarchy of Metrics. ” Let’s face it all supply chains have error.
This is more evident in supply chain, where time-tested methods are being replaced with new ones. The groundbreaking technology is transforming how companies manage sales and operations planning (S&OP). The groundbreaking technology is transforming how companies manage sales and operations planning (S&OP).
It has led supply chain vendors to discuss how they currently use artificial intelligence. Further, virtually every supplier of supply chain solutions is eager to explain the ongoing investments they are making in artificial intelligence. AI is not a new technology in the supply chain realm; it has been used in some cases for decades.
Distribution industry supply chains have always been squeezed between manufacturers and their customers; facing increased competitive threats, escalating SKU counts, and expanding ecommerce. Smart planning alleviates risk of distribution supply uncertainty. Accurate forecasting of uncertain demand. Right-sizing inventory.
Supply chains large and small are under siege by constant supply chain disruption. Companies find themselves struggling to serve customers, source materials, manage costs, handle supply constraints and shortages and, above all, gain visibility into what’s next. Thanks to technology, however, the headlines aren’t all bad.
But then, supply chain disruption became the rule instead of the exception, consumers changed their tastes as often as their socks, and global competition started playing hardball. Suddenly, managing inventory is the name of the game for companies trying to manage working capital and maximize profit while keeping customers happy.
Great to conceptualize potential use cases, but not today’s reality. We have this today in most supply chain planning solutions. I don’t think that the answer is faster planning or better engines. The problem with supply chain planning is that it is, by definition, not repetitive work.
The basic frame of supply chain planning–functional taxonomies for optimization on a relational database–must be redesigned before supply chain leaders can reap the benefit of deep learning, neural networks, and evolving forms of Artificial Intelligence (AI). Let’s start with a basic definition.
Today, I speak at the North American Manufacturing Association, Manufacturing Leadership Conference, in Nashville on the use of data to improve supply chain resilience. Background The Council of Supply Chain Resilience met for the first time this month. Let’s start the beginning. What is supply chain resilience?
When the pandemic started in 2020, no one could foresee the impacts of the global supply chain disturbances would last this long. Now the new norm is constant change, and agility is the name of the game when it comes to supply chain planning. Critical inventory disruptions/deficiency anywhere in the supply chain.
Michael Burry’s tweet stated that the supply glut at retail is a result of the Bullwhip Effect and that there will be deflationary pulses from this. As a supply chain analyst and an economics enthusiast, I was curious to learn more. Here’s my take on the topic. Retailers’ Inventories – Just Keep your Returns?
In Figure 1, I share a supply chain planning taxonomy or what I lovingly term an old-fashioned jalopy. Few companies design their supply chains (research data shows that 9% of companies actively design their supply chains), and few planning systems actively analyze and drive answers to the questions: Do I have a good plan?
Waves of hype pass through supply chain narratives. and digital supply chains. and digital supply chains. I could write a blog about each story, but let’s save that for coffee.) (I could write a blog about each story, but let’s save that for coffee.) Thought leaders push concepts.
IBP is a collaborative process involving diverse business functions that is designed to balance demand against supply in a manner that maximizes the goals of that company. This is, at many companies, a month-long process that produces a supply chain plan that spans out over several months – often 24 or 36 months.
It’s taking a profound humanitarian and economic toll , impacting supply cha ins in many ways. Online g rocers , on the other hand, are struggling to fulfill orders as demand for food and other essential products surges. Adjusting Demand in Network Design Navigator. Demand Simulation in Network Design Navigator.
Before boarding the plane, I watched a traveler pull a diet Coke from the bin and thought about the struggle to source sweetener with the rise of COV-19. As I poured the dog food into the bowl for my pups, I wondered if I was going to have to switch kibble due to the looming issues of sourcing taurine—a health additive in many pet foods.
Some of the world’s biggest retailers and their partners are once again feeling the sting of “ the bullwhip effect ” – a term of art amongst supply chain professionals that describes how changes in demand at the retail level can reverberate and amplify issues throughout the supply chain. Complete visibility into inventory.
Inventories in the chemical industry are at record lows: a forerunner of bad days ahead. While we will recover quickly in retail (moving from painful shortages to a glut of inventory), the chemical industry–sitting four and five layers back in the supply chain–takes longer to recover. ” [link].
BOSTON – (August 25, 2022) ToolsGroup , a global leader in AI-driven retail and supply chain planning and optimization software, has been named a leader in the Quadrant Solutions SPARK Matrix™ for Global Supply Chain Inventory Optimization. for Global Supply Chain Inventory Optimization, 2022.
If your company’ssupply chain survived 2020 and the disruptions of early 2021, it’s safe to say it has passed the supply chain resiliency test. Supply chain disruption has many sources: tariffs and trade disputes, natural disasters, pandemics, economic uncertainty and cybersecurity attacks.
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).
Modern supply chains are far from linear. Such complexity drives demand volatility. This urges a shift from the unsustainable practice of buffering against uncertainty with high inventory levels. This urges a shift from the unsustainable practice of buffering against uncertainty with high inventory levels.
Many large enterprises use one form or another of a supply chain application to help manage their supply chains. Supply chain vendors have been touting their investments in artificial intelligence (AI) for the last several years. DemandPlanning Models Really Can Learn.
Lizet Tymon, the senior supply chain management director at Jabil. Lizet Tymon, the senior supply chain management director at Jabil, has an interesting story to tell about how she advanced from being one of hundreds of managers at Jabil to being a senior director at this Fortune 500 company. Sometimes, Jabil helps design the products.
Amongst the issues faced by both businesses and consumers in 2021, supply chain shortages – and the resulting challenges – held strong in the headlines throughout the year. Five Lessons Learned Overcoming 2021’sSupply Chain Challenges. Five Lessons Learned Overcoming 2021’sSupply Chain Challenges.
If this challenging past year has taught us one thing, it is the value of connections–not only in our lives, but in supply chains. Indeed, when customers contact us for planning support through our COVID-19 Action Center, they are usually grappling with similar supply chain disruptions–or disconnections. .
Supply chain network design (SCND) is a powerful tool for improving business operations. It can be used to solve a wide variety of supply chain problems. Simulation techniques can fill those gaps and allow for a more holistic view of a company’s supply chain. Optimization and simulation are the two main branches of SCND.
Remember those times when we used to stroll down the block and find local stores such as the mom-and-pop diners and get the chance to relish the coziness and sense of family environment there. Digital commerce efficiently requires the digitalization of many customer-facing operations and sourcing and procurement.
I seethed as the news stations celebrated supply chain success for the December holidays. The health of the supply chain underpins our economy. When the supply chain is sick, all industries suffer. The supply chain can handle cost increases more easily than variability. As I watched, I shook my head. I am worried.
The phrases “transitory inflation” and “supply chain disruption” have been frequently used in the general and business news media this summer. Certainly, supply chain constraints are a partial cause of the current above trend inflation. Let’s look at some publicly available information on the topic/s. Yesterday, the U.S.
Those that also leverage scenarios in IBP are even better prepared to deal with the supply chain shocks caused by COVID-19. We illustrate this by looking at the global supply chain of a CPG manufacturer that makes hand sanitizer, among other products. Use case 2: Smart restructuring. Here, the initial issues are already contained.
How AI in Supply Chain Brings Value to Your Business Supply chain leaders are looking to get a firmer grasp on their supply chain planning. When it comes to supply chain planning, it may be hard to believe that these current capabilities can bring any real value.
And how can supply chain planning help? My goal was to think harder about how to best implement Advanced Planning before I wrote my next post. In one project, I am interviewing over fifty supply chain leaders on their perceived impact of advanced planning, what makes a good plan, and how effectively they use the technology.
Let’s just come right out and say it – without the ability to capture, aggregate, and understand your supply chain data, you have gray area within your organization. How can you make it all work together and build a better supply chain business, fast? If You Can’t Access the Truth, How Can You Determine the Truth? So, what next?
This is where inventory meets the supply chain. How the food Industry can optimize its supply chain for festivals Many event planners and teams focused on the supply chain may also wonder about possible food or beverage shortages. How do you keep food plenty and mugs full?
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