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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.
Open Sky Group, a global leader in supplychainexecution solutions, has announced a strategic partnership with Easy Metrics , a premier provider of labor management and warehouse performance management solutions.
Supplychainexecution is required to distinguish between the high runner purchases and the slower-moving products customers are willing to wait for. Optimize supplychainexecution and minimize both delivery time and costs. Product categorization has become much more segmented and differentiated.
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.
As I sat at my kitchen table, I reviewed spreadsheet after spreadsheet of corporate performance data on supplychain financial ratios. The relationship between corporate financial performance and supplychainmetrics was complex; and in my first attempts, I was unable to derive a correlation. Definitions.
Supplychain skills in high demand, digital twins, disruptive technologies, and other takeaways from the 2018 Gartner supplychain conference. I just returned from the highly engaging and inspiring Gartner SupplyChainExecutive Conference in Phoenix, Arizona. Digital process prototypes.
of revenue on supplychain applications, the promise of an agile, flexible supplychain that can respond as the business changes seems like an illusion. This week, at SupplyChain Insights LLC, we published our 11th report in the series titled SupplyChainMetrics That Matter.
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.
Closing the gaps happens when there are aligned metrics, clarity of vision and aligned planning processes. There has to be an enlightened leader that understands that the supplychain is a complex system with increasing complexity. Metrics Alignment. They lack cohesion. Hoping to see you there!
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.
While most companies have been able to make progress in one of these two critical metrics in the period of 2006-2013, they have not been able to make progress on both together. Supplychain teams are being asked to do more with less. Automation of SupplyChainExecution.
The group’s response is, “Are these supplychainmetrics?” The sad reality is that is a focus on functional metrics throws the supplychain out-of-balance reducing balance sheet performance. There is no winner in 11 out of 28 Sectors. Wrap-up Spend time with the report.
The only metric that we have improved through ten years of IT investments is the revenue/employee number. Bricks Matter Demand Market-Driven supplychain community Supplychain excellence supplychainexecutionSupplyChain Index supplychain management supplychainmetrics that matter'
Here’s the supplychain conferences we love and will be attending. Gartner SupplyChainExecutive Conference. Kinaxis is pleased to be a Premier Sponsor and participate in panel discussion of the 2014 EMEA Gartner SupplyChainExecutive Conference. Hope to see you in the coming weeks!
In supplychain networks, materials flow from suppliers through to end customers. Supplychainexecutives measure the effectiveness of that flow using the on-time delivery (OTD) metric. There are metrics you can use to monitor reverse flow in your supplychain. dollar value.
Supplychainexecution is required to distinguish between the high runner purchases and the slower-moving products customers are willing to wait for. Optimize supplychainexecution and minimize both delivery time and costs. Product categorization has become much more segmented and differentiated.
The larger the organization, the more tension with conflicting functional metrics making decisions more difficult. Note in Figure 1 the gaps from recent research between supplychain planning and manufacturing, logistics, and sales. Functional metrics need to be abandoned to focus on balanced scorecard outputs.
So why are so many still falling short of OTIF targets (and other key metrics)? What’s more, today’s supplychains operate at lean levels. A platform approach to real-time supplychainexecution integrates across every critical system so you can get a real-time ETA together with a live view of your inventory.
Planner Metrics – They implemented adoption metrics on how often planners were using the planning application or if they were experiencing any pain points in the system. If a planner stopped using the application, or used it less, that was apparent to supplychainexecutives and could be addressed and solved.
Instead of diverting more resources to returns management, supplychain managers should focus more on increasing the perfect order percentage, getting it right the first time, not the second or third time. Sustainable Practices Will Be a Leading Focus of SupplyChainExecutives.
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. Metrics such as lead-times, forecast accuracy, inventory levels, and service are used to measure operational risks.
Here “near real-time” is defined as a refresh of key metrics every five minutes. And I have heard supplychainexecutives say that while they used to be “fast followers,” they now believe competitive differentiation depends on being an early adopter. The post Do You Want Real-time Visibility?
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 fact, supplychainexecutives put demand forecasting and supplychain planning at the top of the list of how they initially plan to use AI. Without baseline metrics on what you want to improve on and why, how can you be confident your strategy is working? weather, social media).
We are trying to understand how supplychain leaders have raised the bar at the intersection of these four sets of metrics on the supplychain effective frontier. Silos in the organization do not know how they align because over 85% of companies are not clear on supplychain strategy.
At a recent conference, I was asked how to deal with corporate power dynamics when supplychain is not an equal-partner organisation. This made me think: “What superpowers would supplychainexecutives love to have?”. The Power of Yes is activated when a supplychainexecutive can say “Yes, but…”.
In the second report, I wrote about the current state of supplychain technologies. Companies are the happiest with supplychainexecution systems, but the gaps in supplychain planning are high, and the ability to use the data from ERP and order management remains a gap.
Start with documenting the “As-Is” process capabilities and corresponding key performance metrics. Envision the “To-Be” process capabilities and desired performance metrics through benchmarking, group brain storming sessions, and alignment to business strategy and direction.
The Reward: Top Benefits of Modern Systems Are Key to Business Survival When it comes time to garnering support to investing in a modern warehouse management system, supplychainexecutives should focus on the key benefits that will be provided by the system.
In a previous blog post , I discussed some highlights from Blue Yonder’s 2024 SupplyChainExecutive Survey. In talking with 600 C-suite and senior executives around the world, we discovered that they share three primary challenges: ongoing supplychain disruptions, rising operating costs, and growing sustainability pressures.
These examples point to a key metric that’s emerging for quantifying the value of social networking : Time-to-Resolution. Four years ago, when I started conducting executive workshops on social networking, very few supplychainexecutives (who tend to fall in the Baby Boomer generation) reported using social networking technologies.
Focused on outcomes, a competitive supplychain capability not only assures the on-time delivery of component material, but also the execution of inbound supply to ensure the shipment of quality finished goods at a competitive price while delivering on-target margins for the manufacturers.
Companies across all industries are dealing with rising transportation costs and a key question many CEOs, CFOs, and supplychainexecutives are asking is, “What can we do to better manage and control our freight spend in today’s market?” Big data drives everything,” Michael says.
When employees only have access to limited metrics and goals, it’s common to end up with departmental clashes and bottlenecks. Two types of transparency are necessary for your team: improving alignment and spurring employee success. The Result: Dynamic Labor Pools The result of these things is a dynamic labor pool.
By also considering carrier performance metrics, the decision engine can intelligently balance cost with service. He has a keen interest in digitalization and the value it generates throughout the supplychain. In addition, he works with customers to understand requirements and drive best practices in the digital journey.
A solid supplier scorecarding program can drive big cost savings in the supplychain. Executives know that clear performance metrics are the starting point for supplier management. Yet many companies find data management and sharing a roadblock.
Do we have the right Service Level Agreement metrics in place? Those are some of the questions supplychainexecutives are asking — or should be asking.”. Is the mode of transport the most efficient to impact on-time delivery? At what cost?
Natural disasters, 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. CFOs rarely know anything about supplychain management.
These capabilities can be combined with cloud platform-based inventory visibility and order promising services to provide very differentiated fulfillment services that directly link customer expectations to supplychainexecution realities. The key here is choosing the right kind of cloud platform.
One of the insights from Gartner SupplyChain Symposium/Xpo™ 2024 was a clear consensus on the need for companies to substantiate sustainability claims with concrete data. This includes enhancing supplychain transparency using technologies like AI to track and verify sustainability metrics.
Metrics, sometimes referred to as key performance indicators (KPls), data, insights, or analytics, provide a glimpse into the universe of your warehouse management system (WMS) and operation. Tracking the right warehouse metrics is comparable to using binoculars to gain insight into your processes.
Many skilled SupplyChain Professionals still use “Functional” resumes—it’s an out of date format reads too much like a job description and leaves a lot of value on the table. An accomplishment-based resume provides metrics and quantifiable info about a candidate’s accomplishments. Does the position focus on Distribution?
Covid-19’s Impact on the SupplyChain Crisis. Following the outbreak of Covid-19, 93% of senior supply-chainexecutives reported their intent to make their supplychains more flexible, agile, and resilient. COVID-19 caused supplychain disruptions/delays for 38.8% McKinsey ). McKinsey ).
For a long time, C-level executives viewed supplychain management, especially the logistics function, as a cost center. As a result, cutting and controlling costs became the top priority for supplychainexecutives. Therefore, how do you differentiate and make a larger impact on the organization?
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