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to supplychains. The clearest impact on supplychainplanning involves demand. You need the ability to plan and replan quickly and accurately in order to exploit Industrie 4.0’s This means planning systems supporting Industrie 4.0 supplychain strategy. supplychain strategy.
Most companies segment their supplychain by breaking it down according to operational and logistical metrics. But there is another way to segmentsupplychains that begins with the customer. She says that companies typically create 2 to 5 customer segments.
So, relying on a single approach to your supplychain may not be the best way forward. Segmentation divides your network into sections that align supply response capabilities and channel demands for optimized net profitability.
However, as carbon taxes and emissions reporting requirements continue increasing, supplychain professionals face mounting pressures from inside and outside their organizations to measure and improve performance against new, nebulous sustainability metrics. Sustainability is high on the list of favorite corporate buzzwords.
Gartner has identified five stages of supplychainplanning maturity and they say that 70-80% of companies plan to increase their supplychainplanning (SCP) technology spend over the next two years to climb to the next level. Build more resilient supplychainplans (e.g.,
SegmentingSupplyChain using Portfolio Matrix (2x2 Matrix). SupplyChainSegmentation is the planning process that links a corporate strategy to the executions. This article will show you how to use a simple 2x2 matrix system to segmentsupplychain with examples across various functions.
Will the supplychain ever catch a break? With every link of the supplychain impacting businesses both large and small, keeping up with the globally disrupted supplychain evolution is a recipe for whiplash. Raw Material Shortages Are Affecting a Challenged SupplyChain.
In business conversations, the term supplychain excellence rolls off the tongue frequently in meetings, but what does it mean? Supplychain excellence is harder to define than to say. We designed the SupplyChains to Admire Methodology to help companies define supplychain excellence.
Gartner Research just released its new Magic Quadrant for Sales & Operations Planning Systems of Differentiation (S&OP SOD). One example of a changing user requirement is the ascendancy of supplychain modeling to the highest priority in Gartner’s Market Ranking of S&OP Capabilities. Source: Gartner Research, 2017.
As the demands on supplychains continue to increase, so do the expectations of consumers. Supplychains are particularly affected by these changes, as well as other external influences that threaten to disrupt their daily operations, such as: extreme weather conditions, supply shortages, global health issues, and economic crises.
Last month JDA teamed up with IndustryWeek and Altera Corporation to present a Webcast on the topic of supplychainsegmentation titled: One Size Doesn’t Fit All: Altera’s SupplyChainSegmentation Journey to Profitable Growth. Just like our customers.
by Dr. Madhav Durbha As supplychain professionals, we can grow insular in our thinking, as on a day-to-day basis we risk confining ourselves narrowly to our domain of responsibility or solving challenges specific to our regions. The 2017 SupplyChain & Logistics EMEA summit & expo was one such opportunity.
Yet a century later, a ‘one-size-fits-all’ approach to supplychain has persisted well beyond its apparent sell-by date. For example, a survey of 100 organizations found that only 8% of manufacturers had achieved an advanced segmentation capability. What is supplychainsegmentation? How has this happened?
Finance speaks a different language than supplychain. But by monetizing Sales & Operations Planning (S&OP), supplychain planners can speak the language of finance while developing S&OP into a more mature process. This isn’t just aligning financial planning with S&OP.
by Alexa Cheater It’s Time for the Evolution of SupplyChain: 4 Characteristics to Watch for With SupplyChain 2.0. The decades-old challenge of supplychain is now more difficult to solve than ever before. With complexity growing, an evolution of the supplychain needs to begin now.
This age-old challenge of supplychain is now more difficult to address than ever before. With complexity growing exponentially, supplychains and their associated capabilities need to start evolving now. According to Accenture, the answer lies in supplychain evolution. It’s SupplyChain 2.0!
Now, imagine if Sara’s applied the same supplychain strategy to both of these types of customers and channels. As you might expect, it would lead to numerous inefficiencies, jeopardize profits, and in a worst-case scenario, could even result in the business shutting down due to a completely collapsed supplychain.
This thing called research in the supplychain market has many arms and legs. I struggle to find a good supplychain academic journal, and often speak to my academic network about the need for one. I believe it is critical for the tactical planning horizon. Bimodal SupplyChains Are a Viable Strategy.
The world has changed so dramatically that EY analysts Matthew Burton and Joost Vreeswijk assert global supplychains need to undergo a great reset.[1] 1] According to Burton and Vreeswijk, there are five elements that must be considered during this great supplychain reset. They write, “Think in expected values.
In the tradition of David Letterman, (in no particular order) let’s hit the Top 10 SupplyChain Predictions for 2012. Supplychain risk will not go away. At the start of 2011, I wrote a blog (SupplyChain Risk and Charles Darwin) that highlighted 2010 as the worst on record for supplychain disruptions.
In my opinion, these are factors that led to the pollsters being so far off on the 2016 US election, and how supplychain practitioners can help these pollsters to improve. Balance is also critical for supplychains. We must have an ability to monitor the supplychain, and detect when it goes out of balance.
In both cases, planning for the future has become increasingly difficult. It is often during seasons of tremendous uncertainty that … The post 5 Tips for SupplyChainPlanning in a Turbulent Environment appeared first on Chainalytics.
As demand and supply volatility increases, the goal is to build a flexible supplychain system. The definition is one that can deliver the same cost, quality and level of customer service with the increase in demand and supply volatility. Only one third report that they are able to execute the S&OP plan.
The beauty of the supplychain is all around us. I guess I’m a supplychain junkie…can’t get enough of it. So rather than write another one, I thought it would be interesting to look at this omni-channel world in a daily life setting, but viewed from a supplychain junkie’s perspective.
ADVA Optical Networking, a Meiningen based manufacturer of telecommunication equipment focusing on fiber-optic transmission technology, is the winner of the SupplyChain Management Award 2013. ADVA Optical Networking is being honored for the end-to-end supplychain solution with which it has secured strategic advantages.
It named its approach ‘segmentation’ and asked customers what they wanted, so that the company could produce different offerings that matched varying needs and wants. What is CRM in SupplyChain Management? A brute force, one-size-fits-all approach in supplychain ends up over-serving some customers and under-serving others.
On May 7, 2016 we announced a partnership with CorpU for next-generation supplychain learning. Today our first course, SupplyChain Metrics That Matter, is ready for sale. The full course catalog will be complete by the SupplyChain Insights Global Summit. Building the Customer-Centric SupplyChain.
Mark Hersh (shown here) is now a Director of SupplyChain Strategy at Clorox while Dave retired in 2018. Mark and Dave, both career Clorox employees, drove a program to customize the supplychain response using Value ChainSegmentation. Designing a Fit For Purpose SupplyChain.
The 6 W’s of SupplyChainPlanning Systems of Record. If you’re unfamiliar with the term “supplychainplanning system of record,” it is essentially the one place where an organization can bring together all supplychain data and plan its enterprise operations. Tuesday 13 March 2018.
The novel coronavirus (COVID-19) has created profound uncertainty, and catapulted the vulnerabilities of interconnected supplychains front and center. Supplychain managers who are experiencing supply risks, demand uncertainty, and “wait and see” leadership directives are asking: What should I do now?
In each issue we aim to cover a cross-section of topics that span regions, industry verticals and business functions with a goal of introducing strategies and best practices that resonate with a broad cross-section of supplychain practitioners.
Is it time to start to plan the new year? At this time of year, we find many companies planning workshops to stimulate thinking on building a digital supplychain and igniting next-generation supplychain thinking. We are offering three types of benchmarking: planning, financial and organizational.
The Aberdeen SupplyChain Summit in Chicago earlier this month was a productive event for supplychain executives and practitioners. I also had the pleasure of hosting a roundtable session on supplychainsegmentation along with Bob Heaney , Aberdeen’s lead analyst for SupplyChain Management.
In anticipation of his presentation at JDA’s Innovation Forum in Chicago on September 10, SupplyChain Nation sat down with Rick Blasgen, president and CEO of CSCMP, as part of our Expert Insight series to get a preview of his presentation on the State of SupplyChain Management. and other parts of the world?
Now, imagine if Sara’s applied the same supplychain strategy to both of these types of customers and channels. As you might expect, it would lead to numerous inefficiencies, jeopardize profits, and in a worst-case scenario, could even result in the business shutting down due to a completely collapsed supplychain.
I pride myself on being an expert in designing and implementing Sales, Inventory and Operations Planning. There is no one-size-fits-all in your supplychain. It will put your supplychain at a more effective use. Segmentation is ‘the’ instrument to translate your strategy to your supplychain.
The last 15 years have been a rollercoaster for supplychain professionals as companies embraced supplychain innovation, moving up the five steps of the supplychain maturity curve, supported by new technologies. Figure 1: A fresh look at the Five Tenets of High-Performing SupplyChains.
Perhaps the most overworked word in the supplychain management lexicon is “visibility.” Yet it’s difficult to overstate the importance of a view into what’s going on in the supplychain. It’s also important to have the capability to track shipments anywhere along the supplychain, and receive alerts on potential delays.
In anticipation of his presentation at JDA’s Innovation Day in Chicago on September 10, SupplyChain Nation sat down with Rick Blasgen, President and CEO of CSCMP, as part of our Expert Insight series to get a preview of his presentation on the State of SupplyChain Management. We still need that information.
Building a High-Performing and Profitable SupplyChain. In Part I of my SupplyChain Strategy series, I explained why the five tenets of High-Performing SupplyChains remain a great starting point to build your supplychain strategy. Figure 4 – Maturity Model for Customer-Centric SupplyChains.
Supply & Demand Chain Executive recently announced its annual list of the best 100 supplychain transformations and projects that deliver bottom-line value to small, medium and large enterprises across a wide range of supplychain functions. Highlights from SanDisk’s supplychain transformation.
In Part I of my SupplyChain Strategy series, I explained why the five tenets of High-Performing SupplyChains remain a great starting point to build your supplychain strategy. This post will explore the three capabilities essential to supplychain redesign. Frequent product portfolio changes.
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