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In a survey we conducted in October 2020, 91% of our Indago supplychain research community members, who are all supplychainexecutives from manufacturing, retail, and distribution companies, either Agreed or Strongly Agreed that the time had come to transform the traditional transportation procurement process.
Manufacturing is on the cusp of an explosion in growth and innovation in 2018. Regulatory reform has been top-of-mind for supplychainexecutives and political leaders in the US since the 2016 election. These facts set the stage for exponential manufacturing growth in 2018. Green Manufacturing Will Go Viral.
Leveraging advanced technologies like AI, machine learning, and real-time tracking can enhance visibility, optimize routes, and improve overall supplychain efficiency. Reducing reliance on single suppliers and diversifying supplysources can mitigate the impact of disruptions in specific regions or industries.
Over his 30+ year career in the supplychain, Richard has worked with manufacturers around the world in operations, supplychain, and lean strategy roles to develop systems that can manage complex supplychains on a global scale. Richard previously founded and led Factory Logic, Inc. acquired by SAP).
Procurement has never played such an important role in the increasingly globalised economy. Has procurement fundamentally changed itself in the past 10 years? Strategic Procurement can mean totally different things in different industries and sectors. The time when Procurement was almost a synonym to Purchasing has long gone.
My last post on the SupplyChain Shaman blog was forty-five days ago. My first focus was on China sourcing. Then it was the redefinition of the supplychain for the global shutdowns Sick with the virus; I spent my energies writing and moderating podcasts. China was the source of over 90% of PPE.)
About Supply & Demand ChainExecutiveSupply & Demand ChainExecutive is the only supplychain publication covering the entire global supplychain, focusing on trucking, warehousing, packaging, procurement, risk management, professional development and more.
The following are the insights gained from my discussion with Sunil Roy , who leads Blue Yonder’s Industrial Manufacturing Industry Strategy, during a recent Blue Yonder Live and executive customer events that we prepared for jointly. Please educate us on the key challenges that keeps executives up at night.
They have a complex network of suppliers, internal assets, and transportation and manufacturing partners, many of whom are changing on an ongoing basis. In supplychain we talk about the fact that just optimizing one link in a chain – for example, optimizing manufacturing – does not lead to an optimized system.
Ever since COVID hit, supplychainexecutives have embraced supplychain risk management. Within this discipline, one of the toughest challenges is how to get visibility to problems arising across the extended supply network. SupplyChain Chaos is the New Norm. Do I need more inventory?
It combines decisions across sell, deliver, make and source processes to drive value based outcomes. More advanced supplychain leaders model the role of complexity (product and customer), the impact of risk, and opportunity of innovation as well as product shipping and manufacturing locations, and inventory policies.
Resiliency, which is the ability to withstand supplychain shocks and bounce back quickly, has become the most important requirement for supplychains. Lean manufacturing also focused on managing these operational risks, especially within the four walls of the enterprise. are most exposed to risk?
In our research, we find that 72% of planners primarily depend on Excel and desktop analysis despite the rollout of advanced platforms for planning in 92% of manufacturers with greater than 5B$ in revenue. At the end of the presentation, I asked Allyson her perspective on open source analytics. The question is, “Why?”
Having an agent detect how long it takes to ship from a supplier site to a manufacturing facility, and then doing a running calculation on how the average lead time is changing, is trivial math. But very few vendors are taking those alerts and automatically feeding them into their manufacturing planning solutions.
At the time, we were both deployed as consultants for Manugistics to help a manufacturing company to implement end-to-end planning. My goal was to implement demand and supply planning. The groups of supply planning, procurement and logistics operate within silos. Ellen currently works as a consultant at Cap Gemini.
As manufacturers cope with heightened pressures for highly customized orders and sudden changes in demand, they experience a mismatch between their planning and procurement teams.
Medical Device Manufacturer. New SupplyChain Leader of a Regional Children’s Hospital. The most common reporting relationship in the supplier organization is to a leader of supply (focus on logistics, distribution, materials sourcing and customer service). The focus has been on sourcing and managed costs.
Every day, retailers and manufacturers are challenged to balance ambitious customer service promises with profit margin protection. Supplychain technology investments were once delegated to a specific function such as procurement or logistics. 5] “Connected and Autonomous SupplyChain Ecosystems 2025,” PWC Global.
Data Types and Quality Variances Complicate Managing SupplyChain SLAs In the U.S., Each potential relationship represents the need for an SLA, and since the descriptors and terms vary, shippers and supplychainexecutives must thoroughly understand their responsibilities and expectations defined within each SLA.
Note in Figure 1 the gaps from recent research between supplychain planning and manufacturing, logistics, and sales. The gap between logistics and procurement; and logistics and customer service increases process latency. These results herald upcoming issues for future manufacturing reporting earnings calls.
This blog is based on an article that recently ran in the Journal of SupplyChain Management, Logistics & Procurement, “ Supplychain agility: An imperative in an unpredictable world.”. These companies did not realize that profitable agility relies on a bag of capabilities, not simply “visibility.”
This blog is based on an article that recently ran in the Journal of SupplyChain Management, Logistics & Procurement, “ Supplychain agility: An imperative in an unpredictable world.”. In today’s age of great volatility, agility has become the new competitive differentiator. Available at [link]. [2]
Today I want to talk about the challenges faced by today’s automotive suppliers, and why a network model for their supplychain can help. Today, in order to accomplish these goals, continuous improvement in global supplychainexecution has become a core supply capability required by most automotive OEM’s.
It allows you to accurately test the resilience of a complex, multi-echelon, global supplychain. At the recent Gartner SupplyChainExecutive Conference in Phoenix, analyst Marc Halpern clarified three key concepts about supplychain digital twins in his presentation “Busting the Myth of Digital Twins to Deliver Value.”
As physical stores opened, shut down and re-opened again, consumers became more flexible in the way they shop for, and purchase, just about every product. This new behavior means that manufacturers and retailers need to anticipate consumer needs across channels with more accuracy than ever. While driving a projected $14.1
Fortunately, numerous leading manufacturers have already begun to make their products more sustainable. For years, the French multinational industrial electronics manufacturer Schneider Electric has been leading the way in making its own factories, offices and distribution centres more sustainable (Scopes 1 and 2).
Natural disasters like the Japan earthquake, product shortages due to quality issues, the impact of currency rates on product costs and demand, and disruptions caused by IT service failures or security breaches are just a few examples of the risks supplychainexecutives face every day. The same is true for CEOs.
Though it’s often overlooked as an element of customer satisfaction, procurement is an essential component for delivering that satisfaction. Procurement involves buying goods and services that keep an organization operating; it ensures warehouses are well-stocked with the proper supplies at all times. Improve Inventory Insights.
Recipients will be honored at this year’s Women in SupplyChain Forum, set to take place Nov. About ToolsGroup ToolsGroup’s innovative AI-powered solutions enable retailers, distributors and manufacturers to navigate through supplychain uncertainty. 12-13, 2024 in Atlanta.
81% of young professionals working in supplychain say that it was the right career choice. Source: Council of SupplyChain Management Professionals 2017 Survey. The scope of supplychain management and operations is very broad , and no two companies necessarily have the same approach to it.
Gartner 2019 SCC: A New Era: Convergence of the Digital and Physical SupplyChain Savi attended the Gartner SupplyChainExecutive Conference again this year in Phoenix. “Digital supplychains can reduce supplychain process costs by 50%, reduce procurement costs by 20% and increase revenue by 10%.”
That’s why good supplychain management is so important for your ecommerce operations. An optimized supplychainexecution process can make all the difference. What is supplychainexecution? Supplychainexecution (SCE) processes & tasks. Supplychain planning.
Using a combined blockchain and reverse logistics strategy can help alleviate these costs, and supplychainexecutives need to understand a few things about it Reverse Logistics Carry High Risk in SupplyChain Management Risk within reverse logistics is higher than that and forward logistics.
The world of supplychain technologies historically was a nightmare for the investment world. While there are many success stories in the SupplyChainExecution market, Kinaxis is one of the few recent success stories in the planning space. The same holds for contract manufacturers. It is a tough market.
Supply & Demand ChainExecutive is the only supplychain publication covering the entire global supplychain, focusing on trucking, warehousing, packaging, procurement, risk management, professional development and more. Go to www.WomenInSupplyChainForum.com to register and learn more.
The SDCE 100 spotlights successful and innovative projects that deliver bottom-line value to small, medium and large enterprises across the range of supplychain functions. These projects can serve as a map for supplychainexecutives looking for new opportunities to drive improvement in their own operations.
Cargo stuck in the Suez Canal, a gas pipeline breach, an overburdened power grid, and shortages in lumber, plastics, and semiconductors – all these events in the last few months should make any supplychainexecutive nervous. But in reality, such risks in supply variability emerge more often than any business wants to admit.
Cycle stock is the management of stock required to cycle through production runs and procurement buys effectively. There are two buffers in the supplychain: inventory and manufacturing capacity. The reduction of cost and improving asset utilization is usually the charter of the supplychain team.
SupplyChain Matters highlights for readers a published report noting how various manufacturers are seeking and establishing added resiliency and control of component and production networks. That would include alternatives to China under the umbrella of China Plus sourcing. We pointed out that in 2022, more U.S.
The company explains, “The growing reliance on artificial intelligence and Internet of Things (IoT) devices is creating vulnerabilities across supplychains, with manufacturing and electronics sectors identified as particularly at risk. ” As supplychains work with more suppliers, the risk of a cyberattack increases.
Inspired by McKinsey’s 2020 consultancy report, which emphasizes transforming supplychains rather than temporary fixes, we believe a comprehensive approach to reskilling supplychain professionals is essential to meet future demands.
A recent Gartner study, conducted annually, sheds some light on what matters most to top executives in supplychain technology. Regardless of the trend “ du jour” in supplychain, Klappich says that “strategic gravity” consistently pulls companies back to the fundamentals. Fundamentals matter.
Transportation planners can dynamically access the best freight rates across both contracted and non-contracted carriers, enabling them to procure additional capacity during peak demand periods. By seeing real-time prices — which reflect current demand-and-supply effects — they can make better informed, more profitable tendering decisions.
In this posting we provide two recent examples of turnover among senior supplychain leadership that occurred n days of one another. . Last week both Bloomberg and The Wall Street Journal reported the departure of yet another senior manufacturingexecutive at Rivian Automotive as well as an overall reorganization.
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