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According to research by Ernst & Young LLP, the global consulting firm, as the Covid crisis recedes, supplychain executives are losing the strategic gains they made with their C-suite counterparts. 28% of supplychain leaders cite cost reduction as one of the top three priorities currently.
It is crucial to assess the organization’s technological infrastructure, supplychain processes, and compliance frameworks to ensure they are aligned with DPP requirements. Its decentralized nature reduces the risk of a single point of failure, enhancing data security across the supplychain.
The modern supplychain is a complex network of suppliers, manufacturers, distributors, and customers, all interconnected and reliant on a shared ecosystem of trust and accountability. As industries evolve and global markets expand, ethical considerations have become central to supplychain compliance.
In today’s interconnected global economy, sustainability within supplychains and logistics has become a necessity rather than an option. For senior leaders, understanding and integrating the three pillars of sustainability—environmental, social, and economic—into supplychainstrategies is essential.
For years, supplychains were engineered to be lean. Recent years have brought a series of disruptions that exposed vulnerabilities in how supplychains are designed. Recent years have brought a series of disruptions that exposed vulnerabilities in how supplychains are designed.
The logistics and supplychain industry is a critical component of global trade, responsible for moving goods and materials efficiently to meet consumer and business demands. Incorporating Sustainability in SupplyChains Sustainability in supplychains extends beyond energy use, addressing broader environmental and social impacts.
In business, and the supplychain realm, no other success metric has this clarity. The post No Industry Has A Better Success Metric than Baseball appeared first on Logistics Viewpoints. Baseball has a key performance indicator that is unrivaled.
For over a decade, since founding SupplyChain Insights in 2012, I have pounded the keyboard, asking business leaders to think more holistically about the impact of supplychain decisions on the firm’s value, the improvement of a value chain, and the impact on the environment. Thirteen years. The reason?
Yes, a time when well-meaning supplychain leaders share their strategy decks for the upcoming year and ask me for an opinion. Supplychain leaders love shiny objects. I find that egos run strong through supplychain leaders. It is that time of year. The reason? Most because they are stuck.
As supplychains become more impacted by market disruptions and unpredictable events, they’re also becoming more critical to a company’s customer experience levels and bottom line. Why Monitor Transportation Metrics. Why Monitor Transportation Metrics. Actionable data is one of the most critical business drivers.
” 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.
Samuel Parker and Joe Lynch discuss DAT iQ: the metrics that matter. DAT iQ provides freight intelligence to inform your budget and procurement strategies so you can navigate market volatility with greater confidence and agility. Source capacity with precision using supply and demand metrics and forecasts.
Supplychain efficiency is the cornerstone of success and involves the effective management of processes, resources, and technologies from procurement to production, transportation to warehousing. Healthcare providers are leveraging efficient supplychains to ensure critical supplies reach patients when needed most.
The global supplychain is built on three assumptions: rational government policy, availability of reasonably priced logistics, and low variability. In March 2023, the Global SupplyChain Pressure Index fell to the lowest level since November 2008. Over the past three years, supplychain cycles shifted.
Each year, we compile a list of top-performing SupplyChains, termed the SupplyChains to Admire. This week, while all my friends are on vacation, I am writing the final report for the SupplyChains to Admire. Our goal is to continually redefine the definition of supplychain excellence.
Ever feel like your supplychain is a tangled mess of spreadsheets, frantic phone calls, and last-minute scrambles? It’s the key to transforming your supplychain from a source of frustration into a well-oiled, profit-generating machine. You’re not alone. That’s where data analytics comes in.
Life for the supplychain leader is more complex. We are living in a world of rich supplychain case studies. Each day, the Wall Street Journal features a supplychain failure as front-page news. Traditional processes accelerate the bullwhip impact leaving leaders chained and forced into reactive behavior.
Demand forecasting is a critical strategy for supplychain management that can dramatically improve business decision-making and financial performance. Beyond Forecast Accuracy: A Holistic Approach Demand forecasting is just one piece of the supplychain management puzzle.
Wikipedia In 2014, I was exploring methods to publish what is now the SupplyChains To Admire report. The use of orbit charts allowed me to see the patterns of performance at the intersection of metrics over time. As an aside, I do not think that Lenovo is an example of a supplychain excellence. The secret?
Acronyms abound when it comes to supplychain. ESG reports can help investors make informed business decisions by identifying companies with less financial risk and avoiding those that may be impacted by stricter ESG metrics. Over the last few years, another acronym has been showing up on the radar: ESG.
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. What are functional metrics?
This is a story for the Eds, Franks, and Toms working together in supplychains across the globe. It is also a story for a young supplychain manager attempting to make a difference, but feeling stymied. Efficient supplychains may not be the most effective. Need for SupplyChain Leadership.
He is responsible for driving strategy, customer engagement, and industry analysis. Shippers, brokers, carriers, news organizations and industry analysts rely on DAT for trends and data insights based on a database of $150 billion in annual market transactions.
An efficient supplychainstrategy is one that takes every aspect of your supplychain into account, from inventory management and warehouse design to freight tendering and transport optimisation. Let’s look at some of the best ways to make your supplychain more efficient.
SupplyChain Resilience: Strategic partnerships with reliable suppliers guarantee consistent material availability, regardless of production scale. SupplyChain Vulnerabilities: Your suppliers need to scale with you. Consider these essential metrics: Asset Utilization: How efficiently are your machines being used?
These include: Challenges getting ESG metrics from suppliers, partners, and other third parties. Time-consuming manual processes to report on ESG metrics. Complexities integrating data from across global supplychains. Start with your supplychain. There’s no time to waste.
Machine learning (ML)a specialized field within artificial intelligence (AI)is revolutionizing demand planning and supplychain management. These improvements directly strengthen the bottom line, making ML capabilities an essential component of modern supplychain management software.
ARC Advisory Group has been covering the SupplyChain Planning ( SCP ) market for 17 years. The pandemic brought home the need for companies to run agile and resilient supplychains. Supplychain agility reflects a company’s ability to respond quickly to surges or plummeting demand.
The global supplychain landscape is undergoing significant transformations, influenced by rapid technological advancements, shifting consumer expectations, and the intricacies of international commerce. Conversely, a student who quickly grasps procurement strategies can be challenged with advanced case studies and leadership projects.
In a survey of 150 global manufacturing executives, 47% committed to improving supplychain visibility and tracking. According to the Global SupplyChain Disruption and Future Strategies Survey Report, this goal was the top-ranked planned tool investment. What is supplychain visibility?
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.
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 Infor, with anticipated revenues of $3.4
If you have walked in the shoes of the supplychain leader, you are probably laughing by now. When a supplychain leader opens a discussion with, “I am leading an initiative for digital transformation”, I know I am in trouble. How aligned do you believe your organization is to drive these metrics?
Supply shortages resulting in empty shelves or parking lots of WIP inventory represent a spectre causing supplychain leaders to reconsider supplychain inventory practices. planning offers an alternative to swinging the pendulum and as the strategy that provides the supplychain resilience leaders seek.
Disruptions in the supplychain happen with surprising regularity. Financial crises, global tensions, supply shortages, technological innovations, and regulatory changes are inevitable we just cant predict when theyll strike. This uncertainty makes dynamic inventory replenishment optimization essential for business success.
Today, we published The SupplyChains to Admire for 2023. SupplyChains to Admire Winners 2023 Examine Your Own Paradigm. Most supplychain leaders are stuck in their own paradigms. As an old gal, with over forty-years of supplychain experience, writing this report for ten years taught me many lessons.
I feel that topic of supplychain management is analogous to the downward cycle of the news channels. What Drives SupplyChain Excellence? I analyze supplychain management. The broader the definition of end-to-end strategy and the alignment of supplychain processes drives value.
Michael Jacobs, Senior Vice President SupplyChain, Ferguson. Mr. Jacobs is the senior vice president for supplychain at Ferguson. While nominally a distributor, “supplychain management is our core competency. In particular, Ferguson’s supplychain is built for speed and to provide high service levels.
Procurement and SupplyChain Management are essential functions that can help companies navigate these challenges, but they are often siloed and operate in separate departments. Their metrics are often misaligned as well – supplychain focuses on service and procurement focuses on the cost of acquiring materials and services.
At the SupplyChain Global Summit 2018 , Francois discussed the impact of digitalization, Industry 4.0, and L’Oréal’s approach to business that has allowed the company to continuously rank as a SupplyChains to Admire winner for four consecutive years. SupplyChains to Admire Methodology.
Supplychain resiliency and sustainability are top priorities for CEOs today. 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.
The future of supplychain I foresee brings new risks and challenges, along with recognition that doing things the same way will no longer lead to the same success. Just as the saguaro is both nursed by and supports life in its ecosystem, it behooves supplychains to invest in their ecosystems, both suppliers and employees.
Supplychain and logistics teams today face a pivotal moment in their evolution. The traditional metrics of excellence cost efficiency, on-time delivery while still important, are no longer sufficient in an era defined by volatility, complexity and political changes. The first is living demand intelligence.
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