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In the supplychain arena, the need to make course corrections is exploding. This lifecycle is essential where timely and accurate decisions can significantly impact supplychain efficiency, safety, customer service, and profitability. So, we deploy an agent on an SAP environment. Business cycles are compressing.
” 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. The gap was large.
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.
He shared that he worked for a freight forwarder providing supplychain planning services for a major retailer. His company had just implemented SAP IBP , and he was not a fan. Most supplychain leaders focus on cost reduction and are unclear on value-based outcomes. He shrugged his shoulders.
SAP touts “best-run companies” while the Accenture ads claim “ high-performance supplychains.” I am a nomad, searching for a good definition of supplychain excellence. It is a quest and the subject of my next book, Metrics That Matter , that will publish in September, 2014.
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. SupplyChain Design. Aligned Metrics.
This year, a recurring theme that I saw was about using supplychain data to improve the customer experience across the entire value chain. Here are the ones that stood out to me, especially as it relates to supplychain data. This new dashboard gives retailers a lot of supplychain data to see where they stand.
The goal of this blog is to help business users maximize their current SAP Investments in a time of change. High-tech manufacturers in the Silicon Valley of the United States are some of the best at supplychain planning. In this tough market being good at supplychain planning is a critical element to be competitive.
The goal of this blog is to help business users maximize their current SAP Investments in a time of change. High-tech manufacturers in the Silicon Valley of the United States are some of the best at supplychain planning. In this tough market excellence in supplychain planning is a critical element to be competitive.
When I started my business in 2012, I frequently wrote about the future using the moniker of SupplyChain 2020. We had just recovered from a recession, and my goal was to help supplychain leaders create a better supplychain by the end of the decade. At that time, SupplyChain 2020 seemed so far away.
Driving decarbonization with technology In 2023, the SAP CPO Think Tank community has been closely examining how companies can accelerate supplychain decarbonization. The emissions that occur within a company’s supplychain – known as Scope 3 emissions – can represent as much as 90% of the company’s total emissions.
Over the years, working for and with numerous manufacturing companies, I’ve seen many supplychain practices that cost companies money. Reason #3 Not having end-to-end supplychain visibility. Reason #4 Making key decisions by modelling the supplychain in Excel. by John Westerveld. Submit a request.
I was writing the book, Bricks Matter and I wanted a better definition of SupplyChain Excellence. I believed that there was a strong tie between supplychain excellence and corporate performance. We started with mining the data on supplychain financial ratios within industry groups.
The traditional supplychain leader focused only on cost reduction. Snow fell last night as I worked on my last SupplyChainMetrics That Matter report. Ironically, most companies are very entrapped in measuring and rewarding functional metrics which degrades overall improvement. Sounds good? Think again.
Mars has been on a journey to transform their digital supplychain. In 2019, Will Beery was appointed the vice president and tasked with leading the company’s global digital supplychain transformation. Mars’s Digital Transformation Mr. Beery started by asking, “what does a digital supplychain mean for us?”
In the presentation, I shared data on the evolution of supplychain planning and the results on user satisfaction. However, in the polling data in the APICS webinar, we found that over 70% of the respondents had deployed solutions from the ERP-expansionists (either SAP or Oracle). The results confound me. Let me share the story.
My client attempted to have a supplychain discussion to improve flow, and his executive group just did not get it. Bill was a strong advocate of SAP ERP. As a result, my client became a pawn to eliminate as he drove to his goal of supplychain improvement. The metrics were not aligned. Yes, I am that old.)
We have a great speaker line up, but here are 4 supplychain minds you can’t miss! Session Title: “End to End Visibility and Supply Planning — Schneider Electric” In Alain’s main stage presentation hear how end-to-end supplychain visibility is key for becoming demand-driven and building value in supply networks.
Today, the multi-tier capabilities for supplychain management are coming from the born-again marketplaces. While there is work within SAP to rethink SNC and use the assets purchased with Ariba to build multi-tier capabilities, the progress is not encouraging. Today, we know that these assumptions were incorrect.
Located in the United Kingdom (UK), he has more than twelve years of experience in progressive roles driving demand-drive projects for their global supplychain. At the SupplyChain insights Global Summit , Nick shared his story on driving demand-based improvements. Understanding the Lubricant SupplyChain.
For the past five years, the team at SupplyChain Insights identified SupplyChains to Admire Award Winners by analyzing performance by peer group on the key metrics of growth, operating margin, inventory turns and Return on Invested Capital (ROIC). About the SupplyChains to Admire Methodology.
In the last six months, in my travels, I have presented to supplychain teams in China, Belgium, France, Germany, Peru, Mexico, Netherlands, South Africa, Singapore, and the United Kingdom. I strongly feel that if I am going to cover the global supplychain that I need to experience it. A Personal Reflection.
Last week we said that in reality most companies are already partly down the path towards a probabilistic supplychain model. Despite the added complexities in today’s supplychains, traditional SCP systems like SAP APO typically apply the traditional "top-down" approach to forecasting based on aggregated data.
by John Westerveld When scrolling through my news feed Friday, I found this article from SCN : “ Collaboration Key in Creating Competitive Advantages Through SupplyChains “ The article describes research recently published by the University of Tennessee, Knoxville’s Global SupplyChain Institute.
The consulting team pitches a theme–vision of supplychain best practices, big data analytics, or demand-driven value networks– to the executive team, and a new project is initiated. Question 1: What drives a Successful Implementation of SupplyChain Planning? Supplychain planning is now on its third decade.
“someone must have their mojo working over at the record company” In the 1990s supplychain had MOJO. Improvement on the key metrics of growth, inventory turns, operating margin and Return on Invested Capital (ROIC) is elusive. The Death Spiral of SupplyChain Management. Then it was sexy.
Or agreement on the definition of supplychain excellence. Sometimes, even the definition of a supplychain is not clear. I define digital as the rethinking the atoms and electrons of the supplychain. Supplychain planning’s goal is to improve decisions. What Is A Digital Transformation?
Supplychain managers need real-time data to effectively manage operations. While supplychain software companies offer solutions that come with analytic solutions, the data used for the analytics is usually archived data. Here “near real-time” is defined as a refresh of key metrics every five minutes.
Whilst the COVID-19 pandemic spreads across the world, it is vital for organisations to ensure a reliable supply of products and services. Lockdown of cities and manufacturing plants have significantly impacted many industries’ supplychains. Leadership in SupplyChain. fashion, automotive, spare parts, airlines).
How are companies rethinking their liquidity management strategies in response to the recent degradation across major working capital metrics? In the wake of economic uncertainty, many companies have experienced a degradation in key working capital metrics.
I am speaking this morning at the Terra Technology conference and doing a book signing of my new book, SupplyChainMetrics That Matter. The world of supplychain is active on my iPhone. SAP: Will Hype Translate to Hope? It reminds me of the development days of the CIF interface with SAP APO 3.1
2) The focus needs to be on driving a balanced portfolio of metrics that goes across the organization. 3) S&OP planning needs to be tied to execution. (To understand how we measure alignment and the impact of alignment from S&OP maturity references our report on SupplyChain Alignment.) I hope to see you in my travels.
For the past five years, the team at SupplyChain Insights identified SupplyChains to Admire Award Winners by analyzing performance by peer group on the key metrics of growth, operating margin, inventory turns and Return on Invested Capital (ROIC). About the SupplyChains to Admire Methodology.
Meanwhile SAP jumped to an all-time high based on a bullish forecast of double-digit growth in cloud revenue. I was speaking with the Chief SupplyChain Officer at one of the world’s largest CPG companies. Metrics are critical as well. Emphasis mine.) Take onboarding and training new employees.
To drive global scale, companies need to design the supplychain to buy globally and execute locally. The design of the supplychain is fundamental to making this happen. In our interview of the SupplyChains to Admire Winners, we found a unique approach at Carter’s. SupplyChain Index.
The supplychain team’s past thirty-two months of disruption were a long, winding road full of surprises. The goal is to help supplychain leaders to understand which techniques work and which do not. Companies driven by functional metrics struggled: they could not adapt quickly to the higher transportation costs.).
As an analyst in the battered supplychain software market for a decade, it is fun to watch you grow. For those who are new to reading the SupplyChain Shaman blog, let me begin my analysis with a disclaimer. Here are five recent relevant posts that can add clarity: Wanted: SupplyChain Architects.
I love the stories but question the fit of the metaphor(s) for a supplychain conference. In the world of supplychain management following 33 months of disruption, this is not the case. The larger the organization, the more tension with conflicting functional metrics making decisions more difficult. The reason?
Squeezing in this much time to write this deep report between working on the SupplyChain Insights Global Summi t and finishing customer deliverables is tough. Evolution of S&OP Options for SAP. I like what SAP is doing for SAP IBP. This perspective is not shared by SAP.). A planner is not a planner.
Supplychain planning in emerging markets is different. Now supplychain professionals have another different set of challenges on how to get product to the entire country where consumer-oriented outlets (i.e. Growing domestic demand can also cause supplychain strategies to change. Here’s what we found: 1.
Or will companies stumble on the path by mistakenly implementing supply-centric processes and calling them demand-driven initiatives? As a writer of research on demand-driven supplychains for over eight years, I find many amusing. Supplychain leaders feel stuck. They are piling up on my desk. It is still early.
After the SupplyChain Insights Global Summit , I took the time to recharge and took a month off from writing. The presentations from the Summit are posted now on the SupplyChain Insights You Tube Channel. The focus is on the role of supplychain finance in driving supplychain excellence.
Yesterday, I spoke at the University of Tennessee SupplyChain Leaders Forum on innovation. I asked the audience for a show of hands to understand how many of the supplychain leaders in the room were testing blockchain. The SupplyChain Insights webinar series is designed as an educational forum for learning.
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. Infor, with anticipated revenues of $3.4
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