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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.
SupplyChain Matters provides the first of a two-part market education series addressing what we term as broadening the context from warehouse control layer or accelerator to that of supplychainexecution orchestration.
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.
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.
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.
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.
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.)
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 magazine reaches more than 26,000 supplychainexecutives in the food and beverage sector. Its readership includes growers, producers, manufacturers, wholesalers, packagers, and grocers. The magazine serves as an excellent source of buyers in various areas of the food and beverage industry.
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.
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.
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.”. The post Profitable Agility: Part 2 of Agility and Resilience in SupplyChainExecution appeared first on SupplyChain Nation.
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.
Sherman points out, “are realizing that their supplychain is not really a chain at all.” They have a complex network of suppliers, internal assets, and transportation and manufacturing partners, many of whom are changing on an ongoing basis. Clearly, a new approach is needed.
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?
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?
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.
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.
The sudden onset of COVID-19 in 2020 only reinforced a lesson that supplychain professionals had already realized: uncertainty is the only real certainty. While lean manufacturing and just-in-time were game-changing concepts when they were introduced, in 2020 and heading into 2021 they must be taken to an entirely new level.
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.
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.
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?”
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.
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.
resigned from their jobs in durable goods manufacturing. Food supplychains already heavily damaged by the effects of COVID-19 have received yet another blow from labor shortages. How Labor and Talent Shortages Affect SupplyChains. SupplyChain Resiliency in the Face of Labor Shortages: A Two-Pronged Approach.
Every day, retailers and manufacturers are challenged to balance ambitious customer service promises with profit margin protection. Whether they’re retailers, manufacturers, or third-party logistics providers, companies must adopt and master these five technologies in order to: Identify and manage disruptions. and Unnu, Kaan. [2]
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.
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.
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.
In 2015, I worked with a manufacturer of men’s underwear. (My The manufacturer had an infestation problem. Coming from the world of manufacturing, I know things happen, but my decision to never buy the product again was emotional, not intellectual. Stories from the Field. To stir up debate, let me share some stories.
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 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.”
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.
Applying Blockchain in Logistics & SupplyChain Management Lacks Results, At Least Today The primary barrier to applying blockchain in logistics and supplychain management involves the lackluster number of supplychains currently using the technology. GET YOUR FREE WHITE PAPER.
Blue Yonder customers’ logistics and supplychain operations across the manufacturing, retail, and logistics service provider (LSP) industries are undergoing significant changes. Most are seeking improved agility and flexibility because of increased supplychain complexity and disruptions.
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.
They did so at TFEST24, uniting under the theme for this years event: The Destination for SupplyChain Transformation. Blue Yonder was one such company tasked with presenting its views on transformation and supplychain optimization.
Presented by Blue Yonder customer DHL, Manifest brings together Fortune 500 global supplychainexecutives, logistics service providers (LSPs), innovators and investors. If capacity or inventory cant be found in the current network, LSPs can apply AI to extend that network, in seconds, to consider new sources.
They vastly improve predictive capabilities by deriving insights from huge and diverse data sources including social feeds , weather forecasts and peer reviews. AI technologies have been around in large, expensive mainframe environments. Aston Martin is a traditional company adapting to the Experience Economy.
,” I talked about Gartner’s first-day focus at their SupplyChainExecutive Summit in Phoenix, Arizona. This is an especially important message for manufacturers’ supplychain organizations. This is an especially important message for manufacturers’ supplychain organizations.
SupplyChain Matters highlights a published report indicating that PC maker Hewlett Packard is modifying supplysourcing akin to China Plus and nearshoring sourcing actions. That would include alternatives to China under the umbrella of either China Plus or de-risking sourcing changes.
I believe that the work done at AMR Research on the design of outside-in processes, along with the recent work from SupplyChain Insights, needs molding with the demand-driven MRP concepts. 4) Implement demand sensing technologies to improve the short-term demand signal to improve replenishment and supplychainexecution.
Supplychainexecutives were under pressure to develop more efficient, customer-centric supplychains while finding innovative ways to reduce costs and enable growth. An agile demand-driven supplychain requires end-to-end visibility across the business from buyers and the market to supply.
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