Logistics Viewpoints
APRIL 4, 2022
It started in manufacturing and spread, step by step, to improvements in the way the company runs its supply chain. Being able to look at a service failure and get down to root causes is necessary for continuous improvement. COVID has led many companies to talk about improving their resilience. It takes time.
Supply Chain Shaman
FEBRUARY 12, 2017
Each year at Supply Chain Insights we study performance and improvement of companies in each industry. For the past four years, as we have done our work, we have tracked Novo Nordisk’s continued improvement against the pharmaceutical peer group. Performance and Improvement within the Pharmaceutical Industry for 2009-2015.
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Supply Chain Shaman
MAY 21, 2013
Medical Device Manufacturer. While hospital supply chain organizations have made progress in the last decade, the gap has widened between the supplier sectors of pharmaceuticals and medical device manufacturers and other manufacturing industries. Published by Supply Chain Insights in November 2012. The problem is us.
Supply Chain Shaman
AUGUST 11, 2014
During the period of 2006-2012, Campbell Soup Company outperformed its peer group on the Supply Chain Index. The Index is a methodology developed by Supply Chain Insights LLC, in cooperation with the Operations Research Team at Arizona State University (ASU), to gauge supply chain improvement. Background on the Supply Chain Index.
Talking Logistics
FEBRUARY 24, 2015
dollars) in 2012 – a 9.9% In the United States alone, 3PL gross revenue increased 3.2% (a rate greater than our GDP) from 2012 to 2013 to $146.4 Commitment to continuous improvement, not just short-term savings: Transportation optimization is more than moving freight for the lowest cost. Global 3PL revenues grew to $676.9
Turvo
FEBRUARY 25, 2021
It was a virtuous cycle of compounding improvements and growth. Taimen has an extensive background in time-critical delivery and expedited shipments going back to 2012. So began the nationwide race to manufacture and successfully ship hundreds of millions of doses. At Taimen, the phone rang.
Supply Chain Shaman
APRIL 16, 2014
Because he had reduced his buffers—both inventory and manufacturing—and had built a push-based supply chain using a forecasted demand signal, he was failing in many markets. Yet, I see us driving continuous improvement programs to get more efficient at doing what we do today. Most companies do not have the answers. Related.
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