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In today’s interconnected global economy, sustainability within supplychains and logistics has become a necessity rather than an option. For senior leaders, understanding and integrating the three pillars of sustainability—environmental, social, and economic—into supplychain strategies is essential.
For over a decade, since founding SupplyChain Insights in 2012, I have pounded the keyboard, asking business leaders to think more holistically about the impact of supplychain decisions on the firm’s value, the improvement of a value chain, and the impact on the environment. Thirteen years. Change is Hard.
The Connected SupplyChain. Drip Digital SupplyChain. Autonomous SupplyChain Planning. Self-Healing SupplyChains. Touchless SupplyChains. Small companies outperform large companies, and the marquee customers of major supplychain planning technology providers underperform.
The global supplychain is built on three assumptions: rational government policy, availability of reasonably priced logistics, and low variability. In March 2023, the Global SupplyChain Pressure Index fell to the lowest level since November 2008. Over the past three years, supplychain cycles shifted.
Supplychain resiliency and sustainability are top priorities for CEOs today. To achieve these goals, corporate leadership must focus on two key areas: shift from internally focused supplychains to collaborative supply networks and actively design their supplychains.
After finishing the SupplyChains to Admire report and the Youtube series (to be released this week), this is my feeling. What Is SupplyChain Excellence? The seven years of work on the SupplyChains to Admire is part of my quest to answer Keith’s question. Here, in this blog, I explain.
Once upon a time, the world of manufacturing was a relatively stable place. But then, supplychain disruption became the rule instead of the exception, consumers changed their tastes as often as their socks, and global competition started playing hardball. So how does a manufacturer navigate this rollercoaster?
Knowledge Graphs are emerging as an important tool for building advanced AI capabilities. Ibrahim Al Syed, the director of digital manufacturing at Celanese, was surprisingly forthcoming about how Celanese developed these capabilities at ARC Advisory Groups 29th Annual ARC Industry Leadership Forum. Their plants are very expensive.
Supplychain efficiency is the cornerstone of success and involves the effective management of processes, resources, and technologies from procurement to production, transportation to warehousing. In the automotive sector, manufacturers are simultaneously reducing inventory costs and delivery times.
Covid has also revealed issues like the frailties in many areas of global supplychain: shortages created when raw material needed to complete a product are stuck at a border, and the pandemic holds those materials indefinitely. The topic was “leveraging technology to achieve operational excellence”.
When reviewing strategy decks for supplychain teams, I often see statements like “move from a functional-silo’d focus to a drive a more holistic response.” Companies became less clear on the definition of supplychain excellence and how to implement decision support technologies.
The attendees were sitting on the edge of their seats to hear about the next release of Llamasoft software. Design as a Standalone Process. Today, Llamasoft, and the management of design processes, is no laughing matter. Today, supplychaindesign has become a process all to its own. The theatre was packed.
It’s a holistic approach that blends strategic planning, streamlined processes, and the right technology to transform your warehouse into a well-oiled, profit-generating machine. Eight proven optimization strategies, combining technology, best practices, and sustainable solutions.
Supplychain excellence is easier to say than to explain. Executive teams strive to drive improvement in supplychain results; yet, sadly, only four percent of public companies succeed. The supplychain is a complex non-linear system. Now, I view the company as a supplychain laggard.
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.
In today’s dynamic market, procurement is far more than just a buying and purchasing center. Forward-thinking organizations have transformed the department into an untapped gold mine that creates value for the entire end-to-end manufacturing process—from design and sourcing to production and delivery.
In today’s interconnected global economy, supplychains play a vital role in the success of businesses. It is crucial for organizations to understand the importance of Purchase Order collaboration to effectively manage their direct spend, optimize operations, and mitigate risks.
Procurement and SupplyChain Management are essential functions that can help companies navigate these challenges, but they are often siloed and operate in separate departments. Their metrics are often misaligned as well – supplychain focuses on service and procurement focuses on the cost of acquiring materials and services.
” 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. What did we find?
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.
Oracle’s recent global survey, No Planet B: How Can Businesses and Technology Help Save the World? These include: Challenges getting ESG metrics from suppliers, partners, and other third parties. Time-consuming manual processes to report on ESG metrics. Complexities integrating data from across global supplychains.
Ever feel like your supplychain is a tangled mess of spreadsheets, frantic phone calls, and last-minute scrambles? It’s the key to transforming your supplychain from a source of frustration into a well-oiled, profit-generating machine. Forget static network designs and gut-feel decisions.
Keeping track of all your moving parts in manufacturing is a tall order. That’s where manufacturing inventory management software comes in. The right software can streamline your production, optimize stock levels, and even help you save money. Spreadsheets just don’t cut it anymore.
A large consumer products manufacturer with nine Enterprise Resource Planning (ERP) instances and several divisions wanted to discuss forecasting. ” The next call was with a technology provider. An easy way to think about time horizons is to align the thinking with supplying lead times. Granularity also differs.
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.
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 supplychaindesign or reengineering today. Let me start with the confusion between planning and execution. Their words.
It was funded by 50 large consumer products manufacturing companies (CPG). In the dawn of e-commerce, conservative manufacturers, anteed up $240 million in four months. I asked companies to “Navigate through the hype focusing on the feasibility of scope and technology.” The stories border on the ridiculous. Marketplace Rebirth.
That’s why staying on top of the latest supplychain planning trends is so important – they can make all the difference when it comes to staying competitive, reducing costs, and meeting your customers’ needs. Here are some highlights from these trends in 2023 and implications on supplychain planning.
He had a load full of cotton bales, and while idling away hours at a shipyard watching stevedores load other cargo onto ships he dreamed up containers that transformed global supplychains. Supplychain optimization has also improved in significant ways that can address these trade-offs better than before.
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. A big bang technology focus has not worked.
During the 1980s, I was on a management team for a large manufacturer. The Company was attempting to gain economies of scale by grouping manufacturingtechnologies within a common infrastructure to reap the benefits of a co-generation facility, a centralized warehouse, and a talented administrative team. Why Jump Now?
The role that procurement plays in manufacturing organizations is a difficult one. This function must simultaneously balance cost reduction, quality, and assurance of supply in their quest to maximize profits. . Procurement needs digitization at its core to enable automation, efficiency, and innovation within the supplychain.
This is a story for the Eds, Franks, and Toms working together in supplychains across the globe. It is also a story for a young supplychain manager attempting to make a difference, but feeling stymied. Frank, the line manager for manufacturing, dominated the meetings. Sharing My Experience. The year was 1982.
The process as is implemented in many companies focuses on balancing demand and supply based on preestablished rules and policies that serve as guardrails for the planning process. More recently the technology has evolved to a point where such processes can be conducted at a faster cadence than a typical monthly cadence that was the norm.
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.
Megatrends Shaping SupplyChain Innovation. While the COVID-19 pandemic woke up supplychains around the world, the ripple effects continue to disrupt in both size and scope. How are supplychains planning for further disruption and uncertainty? Creating a more resilient supplychain.
by Jay Muelhoefer Today’s global supplychain leaders know to expect the unexpected. The recent outbreak of coronavirus has shaken communities and put companies that rely on manufacturing from facilities in Wuhan, China at risk. They find a facility that can fulfill orders and restore health to the entire supplychain.
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 supplychain–takes longer to recover. The value chain supporting all industries is sick, requiring a leadership step-change. Time For Action. ” [link].
Goodman titled “ The SupplyChain, Reconfigured.” ” His narrative centers on the evolution of the global supplychain evolving with a focus on labor arbitration ignoring geographic distance and shipping issues. The populist narrative of sourcing globalization is only part of the story.
Infor’s CEO, Kevin Samuelson Infor’s strategy for differentiating their business from competitors like SAP and Oracle rests on a truly differentiated approach to ensuring that their customers get ongoing value from the business applications they purchase. However, each user has their own instance of the software.
For example, a vaccine manufacturer increased their order size by a factor of four in one weekend; a video call company wanted to receive ten times as much product as they initially forecast with just a month’s lead-time. Demand uncertainty does make it much more difficult for a supplychain to respond to customers’ orders.
Reimagine SupplyChain of the future: There are many facets to imagining SupplyChain of Future. What are the learnings from Covid disaster that leaders will incorporate into future supplychains? Which emerging technologies will have the most impact? . — Jeff Bezos, CEO, Amazon.
Over the course of the last two years, we at SupplyChain Insight s have worked on a methodology to gauge supplychain improvement. We named it the SupplyChain Index. We have found that supplychainmetrics are gnarly and complicated.During Background on the SupplyChain Index.
As a guest writer for Forbes, public relations firms constantly pepper me with requests to speak to technologists boasting of having answers to improve supplychain resilience. I strongly believe that historical supplychain practices are not the answer. They need to evolve to help today’s supplychain business leader.
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