Remove 2004 Remove Manufacturing Remove Procurement Analytics Remove Supply Chain
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Demand Planning. When The Answer To Two Simple Questions Is Not So Simple.

Supply Chain Shaman

A large consumer products manufacturer with nine Enterprise Resource Planning (ERP) instances and several divisions wanted to discuss forecasting. The Company focused primarily on retail planning and wanted to extend its capabilities into a consumer products manufacturing solutions offering. Models Matter.

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A Story of Throwing the Baby Out With The Bathwater in Supply Chain Planning

Supply Chain Shaman

In 2004, I worked with a Midwest North American meatpacker to help define its supply chain strategy. Consumers constantly change the mix preferences in purchases. Somedays, the focus is on steaks or ribs and the next on the purchase of ground or cubed meat. What do I mean? To illustrate, let me share a story.

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Untangling The Tangled Web We Weave

Supply Chain Shaman

These questions are top of mind as I wrap up a class of 154 individuals learning the principles of outside-in supply chain planning processes. The continuation of the belief in the definition of today’s supply chain planning is a tangled web that we weave that is a bit of a mess. The year was 2004.

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Walmart Supply Chain: Building a Successful Integrated Supply Chain for Sustainable Competitive Advantage

SCMDOJO

Among these strategies, the role of supply chain capability stands out as a key factor in driving success. A well-optimized supply chain not only ensures efficient delivery and cost-effectiveness but also provides companies with a competitive advantage in the market.

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Collaboration? When It Comes to Cash-to-Cash, We Don’t Know How to Walk the Talk

Supply Chain Shaman

If the word collaboration was listed on a card as a drinking game at supply chain conferences, we would be drunk at many. While we speak of collaboration, the focus is on driving enterprise results not value in value chains. Cash-to-Cash Metrics. Here I share perspective on cash-to-cash abuse. I am troubled.

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Visibility: If Only I Could See

Supply Chain Shaman

The confusion starts when a supply chain leader states the need for improved visibility without a clear definition. Well-seasoned supply chain leaders understand that visibility is a capability not an IT taxonomy. The IT taxonomy for visibility is supply chain analytics. Supply chains are complex.

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A Conversation with Vittorio Favati, TVS Supply Chain Solutions GFS

The Logistics & Supply Chain Management Society

As part of LogiSYM Asia Pacific 2022, we had the opportunity to chat with Vittorio Favati, Chief Executive Officer – TVS Supply Chain Solutions GFS. He also went on to share what he sees as the five key changes making a global impact to supply chains today and gave advice for those working in or considering a career in our industry.