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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. 28% of supplychain leaders cite cost reduction as one of the top three priorities currently.
by Dr. Madhav Durbha The 2017 Gartner supplychainexecutive conference took place at the O2-Intercontinental Hotel in London on September 20 th and 21 st. The theme of the conference was ACT (Aspire, Challenge, Transform), same as the Gartner supplychain summit in Phoenix during May of this year. Collaborative.
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. Let’s learn and apply it to supplychain management.
For the athletes to beat all odds over 329 events across 32 sports, the organizers had to navigate a significantly challenging global supplychain to successfully host this year’s games. Reducing reliance on single suppliers and diversifying supplysources can mitigate the impact of disruptions in specific regions or industries.
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.
Having an effective supplychain practice has always been a difficult balancing act, even in relatively stable times. Many factors need to align for an organization to be able to source materials, produce a product and put it in the hands of customers. Gap between supplychain and procurement.
The Covid-19 pandemic has confirmed what we already knew: modern supplychains must be built on a foundation of extreme agility and responsiveness. The sudden onset of Covid-19 only reinforced what supplychain professionals had already realized: uncertainty is the only real certainty. Detection and Response Challenge.
Let’s just come right out and say it – without the ability to capture, aggregate, and understand your supplychain data, you have gray area within your organization. How can you make it all work together and build a better supplychain business, fast? If You Can’t Access the Truth, How Can You Determine the Truth?
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.
Many large enterprises use one form or another of a supplychain application to help manage their supplychains. Supplychain vendors have been touting their investments in artificial intelligence (AI) for the last several years. AI can refer to several different types of math.
There is a multibillion-dollar supplychain software market that grew at double digit rates during the pandemic, and will continue to grow fast, that very few supplychainexecutives have heard of. The solution is called a supplychain collaboration network (SCCN). How can this be? Why the Rebranding?
Prior to 2020, every supplychain in the world was challenged by increasing levels of demand unpredictability and market volatility. The sudden onset of COVID-19 only reinforced a lesson that supplychain professionals had already realized: uncertainty is the only real certainty. The Road to Agility and Resilience.
by Alexa Cheater Faster, smarter, more profitable supplychain decisions. While there have been numerous examples of how AI can boost profits in supplychainexecution—most notably in the form of autonomous vehicles and smart robotics—the benefits related to supplychain planning have largely been ignored.
ARC has done research and writing on supplychain collaboration networks. A supplychain collaboration network (SCCN) is a key technology for improved collaboration across an extended supplychain. SCCN solutions provide supplychain visibility and analytics across an extended supplychain.
Risk permeates supplychains. The best-laid plans to avoid as many risks as possible often fall on deaf ears in supplychain management, but supplychainexecutives who take the time to understand the greatest threats can successfully position their companies to overcome such risks.
Today, I am proud to launch the SupplyChain Index. It is my hope that the readers of this blog will take time to either join us today to listen to the launch of the SupplyChain Index on our webinar or listen to the replay. (We The SupplyChain Index has been two years in the making.
Getting started with AI in supplychain might not start where you think. Instead start with the foundation of your AI strategy, which should be an understanding of your company’s supplychain and your data. Since this advice on getting started with AI in supplychain may seem counterintuitive, let me explain.
Editor’s Note: Our “ Research in Focus ” series highlights research conducted by select partners on timely and important trends impacting supplychain and logistics professionals today. The findings were derived from an online survey of 250 executives at leading U.S. Sourcing decisions can complicate or simplify this process.
Source: Gartner SupplyChainExecutive Conference. Procter & Gamble (P&G) is known for best-in-class supplychain planning. Equally it poses huge supplychain planning challenges. P&G’s existing planning system, designed for its main supplychain, couldn’t support GDM’s complexity.
Many companies were in the midst of digitally transforming their supplychain when the Convid-19 pandemic hits. In this part 2 article, let us continue to explore the concrete actions we can take in our Digital SupplyChain journeys. The Key to Long-Term Success: Build Agility, Resilience and Profitability Together.
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.
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. Chasing N-Tier Visibility.
Whether you’re talking about the Amazon Effect and the rapid growth of e-commerce, the changing global trade management landscape, or what’s happening on the technology front, it’s clear that the rules for success in supplychain management are changing. The Six “Rights” of SupplyChainExecution.
Source: Andrew Downard, Gartner SupplyChainExecutive Conference, May 2017. Business is moving fast and there is so much new data now speeding through the pipes that Gartner says it’s not possible to plan a supplychain without some level of automation.
Thirty-one months of supplychain disruption. The Russian invasion of Ukraine stretches into a much longer war resulting in serious disruptions to the food, automotive, and semi-conductor supplychains. While many old-fashioned supplychain leaders speak of Risk Management and the need for Control Towers.
It’s not like there aren’t already enough risks and disruptive forces in supplychains and logistics. Why should supplychainexecutives care about these threats? Why should supplychain professionals worry about what’s happening with tariffs, trade agreements, and other global trade activity?
Gartner SupplyChain Symposium/Xpo EU 2023 has wrapped up its 3-day event in Barcelona, Spain. Featuring over 35 Gartner experts and more than 100 research-driven sessions, this year’s conference gathered over 2,000 supplychain professionals from across Europe and beyond. Looking for a snapshot of the key highlights?
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.”. while a full 70% of respondents described their supplychains as “very complex” or “extremely complex.” [2]
” Dragons are a good analogy for the risks faced by supplychains. No one can say for sure what dragons lie ahead in 2025 for supplychains, but some risks are known. Navigating this years looming risks to build a secure supply network has never been more critical.[1] ”[3] Climate Change.
Source: “A Guide to the 5 Whys Technique,” Olivier Serrat, www.slideshare.net/Celcius233/a-guide-to-the-five-whys-technique. Why don’t we have full, end-to-end supplychain visibility ? Why is there so much complexity in our supplychain? Why have the benefits of our business relationships (e.g.,
Gartner says that future supplychain planning will look less like a "control tower" and more like a refinery "control room'" with many value-added analytics that automate, guide and control the supplychain. So how does Gartner see control towers evolving into a meaningful addition to the supplychain landscape?
Today we are releasing the results from the 2021 State of SupplyChainExecution Report , which provides the latest market insights around: Will e-commerce growth brought on by the COVID-19 pandemic continue? What are the biggest supplychainexecution/logistics challenges facing shippers and LSPs?
Supplychain and logistics functions have been one of the most volatile in the global economy of the last four years. Do supplychain bottlenecks persist and if so, where? Is supplychain resilience still a priority for C-level executives? Source: J.P. But what about now?
The growing momentum around systems-based thinking in supplychain planning has given rise to a new concept called the “digital twin”. It allows you to accurately test the resilience of a complex, multi-echelon, global supplychain. How do you go about building a supplychain twin?
The Covid-19 pandemic has confirmed what we already knew: modern supplychains must be built on a foundation of extreme agility and responsiveness. The sudden onset of Covid-19 only reinforced what supplychain professionals had already realized: uncertainty is the only real certainty. Detection and Response Challenge.
With the number of connected devices estimated to surpass six billion next year and more than 20 billion by 2020, the steady stream of data these devices are providing can easily crowd and clog your supplychain planning processes if you’re not prepared. Real-world examples. Examples of this already exist in the marketspace.
Food Logistics and sister publication Supply & Demand ChainExecutive also operate SCN Summit and Women in SupplyChain Forum. The magazine reaches more than 26,000 supplychainexecutives in the food and beverage sector.
In almost every supplychain publication, you will find an article discussing digital transformation. Industry analysts, consultants, solution providers, executives and practitioners are all focused on how to transition from a traditional, analog supplychain to a more digital supplychain.
A new study that the SCRC published with GEP examines the increasing pressure that supplychainexecutives are getting when it comes to responding to supplychain disruptions. In this study, we explore the primary forms of misalignment that exist between supplychain and procurement executives. (We
Yesterday, I finished a post on supplychain planning maturity. A client had asked me, “How do I know if we have a mature supplychain planning organization?” Excellence in supplychain planning is a cultural shift. The average supplychain leader has five distinct supplychains.
Last week at the Gartner SupplyChain Symposium/Xpo™ 2024 conference in Barcelona, the supplychain community gathered for one of the most anticipated events of the year. The conversations were both dynamic and thought-provoking, reflecting the complex and rapidly evolving nature of global supplychains.
Today’s supplychain is challenged by the impact of what would appear to be two disparate challenges: constant supplychain disruptions, and what’s been dubbed “The Great Resignation.” Food supplychains already heavily damaged by the effects of COVID-19 have received yet another blow from labor shortages.
Gartner says, “To guarantee this, the supplychain operating model must change. Supplychains need to deliver new types of customer experiences, and they will do so through virtual ecosystems that are powered by new digital technologies, including artificial intelligence (AI),” says Gartner. See diagram above).
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