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According to research by Ernst & Young LLP, the global consulting firm, as the Covid crisis recedes, supplychainexecutives are losing the strategic gains they made with their C-suite counterparts. While supplychainexecutives largely realize how critical collaboration and effective supplychain technology are.
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.
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.
Speaker: Fernando Penteado, CPSM - Supply Chain and Logistics Executive, Global Markets Expert, and International Speaker
Now, as a variety of disruptive events cause supplychain challenges, companies are contemplating bold moves to keep business moving, including moving sourcing and manufacturing closer to home markets and maintaining a larger reserve stock to help manage the fluctuations in supply and demand.
These are questions ARC Advisory Group will seek to answer in our online survey research of supplychainexecutives over the next few months. Source: J.P. Global Manufacturing PMI Global Trade as a Barometer Clearly domestic business activity is much larger than international trade.
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.)
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.
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).
The sudden onset of Covid-19 only reinforced what supplychain professionals had already realized: uncertainty is the only real certainty. In their time lean manufacturing and just-in-time were game-changing concepts. A new hyper-focus to meet customer expectations is creating pressures upstream in the supplychain.
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.
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.
COVID accelerated executives’ understanding that supplychains needed to be agile. However, according to research by Ernst & Young LLP, the global consulting firm, as the Covid crisis recedes, supplychainexecutives are losing the strategic gains they made with their C-suite counterparts.
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.
The COVID-19 pandemic has only confirmed what we already knew: modern supplychains must be built on a foundation of extreme agility and responsiveness. While lean manufacturing and just-in-time were game-changing concepts when they were introduced, agility and resilience must be taken to an entirely new level post pandemic.
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?
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.
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?”
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?
The sudden onset of Covid-19 only reinforced what supplychain professionals had already realized: uncertainty is the only real certainty. In their time lean manufacturing and just-in-time were game-changing concepts. A new hyper-focus to meet customer expectations is creating pressures upstream in the supplychain.
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.
The Six “Rights” of SupplyChainExecution. Gary began our discussion by pointing out that the Amazon Effect, which he says had a critical turning point during the 2017 holiday season, has sped up supplychains for retailers and consumer goods manufacturers, causing a greater emphasis on sourcing.
In addition, more and more manufacturing companies will move to combine planning and execution in one solution so that supplychain disruptions can be better anticipated in the future and countermeasures can be taken in time. The trend toward the cloud is not new in the field of industrial manufacturing.
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.
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.
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.
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]
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.”
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.
Customer centricity, e-commerce, Direct-to-Consumer (D2C), and the risk of financial peril are propelling shippers (manufacturers and retailers) and logistics service providers (LSPs) to digitally transform. What are the biggest supplychainexecution/logistics challenges facing shippers and LSPs?
GROW is not as functionally rich as RISE and is mainly purchased by small and medium-sized businesses. The same advice that prevails for their ERP – keep the core clean – is good advice for Cloud-based supplychain implementations. Stellium is one of SAP’s Gold status and preferred partners for supplychainexecution.
Supplychainexecution convergence is a topic that has been gaining in popularity. It’s time for organizations to take a step back and evaluate their overall supplychain approach and to consider how supplychainexecution convergence can bring their supplychain to the next level.
Even though the technology is still new, its potential cannot be ignored, and supplychainexecutives need to know why. Today, supplychain leaders remain confused and uncertain about the future of launching technology. WHITE PAPER] The Top SupplyChain Trends that Will Impact SupplyChain Management in 2018.
Each year, when we complete our annual talent survey, we note greater and greater dissatisfaction within the role of supplychain planners. In Figure 1, note the lowest satisfaction is Generation X (birth years of 1965-1980) in manufacturing organizations. Characteristics of High-Performing SupplyChains.
Supplychain management books that are praised by supplychainexecutives, consultants and supplychain management professionals at all levels. Background In dynamic supplychain management environment, people have to make the quick and decisive actions against various issues.
Plan and Execute for Success. Some manufacturing, consumer brand, retail and logistics service companies made ambitious goals to delight customers through digital transformation but in some cases significantly eroded profit margins. He has a keen interest in digitalization and the value it generates throughout the supplychain.
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
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.
The past few weeks have seen several different conferences in SupplyChain but the stand out last week was certainly the Gartner SupplyChainExecutive Conference (GSCES) in London. We hammered the same idea over and over -- overarching cloud architecture is the key to truly meeting the demands of the marketplace.
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.”
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.
A previous supply planning implementation, of an SCP system from a different supplier, had not gone well. When it comes to supplychain planning, the right technology solution can make a big impact on a business’ agility and resilience. 94% of US and Canadian healthcare systems use Cardinal Health in one capacity or another.
Enterprise Resource Planning (ERP) is becoming the financial system of record, but not the supplychain system of record. Then they turned to Solvoyo and used machine learning to deliver supplychain visibility in a heterogeneous environment within two months. Digital Manufacturing.
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