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Supply chain excellence is easier to say than to explain. Keith led the work to move P&G from a regional to a global manufacturer opening up the Warsaw center of planning excellence and outsourcing IT to HP. Keith was an undisputed leader in building talent to drive manufacturingexcellence. The reason?
Over the Memorial Day weekend, I stumbled on an old article that I wrote in 2001. It was funded by 50 large consumer products manufacturing companies (CPG). In the dawn of e-commerce, conservative manufacturers, anteed up $240 million in four months. At the time, I was a junior Gartner analyst. was controversial.
They excel in the four Ps of marketing. In contrast, a market-driven organization connects bidirectionally market-to-market to orchestrate the signals to shape demand and mitigate risk (buy-side to sell-side and back). We have built transactional buying relationships. Yes; someday it will happen, but not any time soon.
It was a story where people believed that functional excellence leads to supply chain superiority. The example that I give in the first post is the focus of manufacturing strategies to drive strong results to improve Return on Assets (ROA) that have actually caused a deterioration in operating margin. You got it! A Case Study.
The untethered exuberance reminds me of the race for Y2K, the futile experimentation with trading exchanges in 2001, or the race for e-commerce. Here are my predictions for 2018: Supply Chain Excellence as We Know It Is Redefined. Supply chain excellence definitions evolve as companies explore the Art of the Possible.
” CFO of a major manufacturer. I have been an industry analyst since 2001. Companies cannot achieve supply chain excellence by working discrete projects in isolation. A decade ago, the supply chain had two buffers: inventory and manufacturing. I am a skeptic. I want to believe. I really do. Here I give my logic.
In parallel, PE/venture capitalists purchased/consolidated network solutions, slashing R&D and delaying investment, reducing industry capabilities. If you, like most, are running your supply chain based on ERP and Excel spreadsheet data, you are not prepared. This course is limited to retailers and manufacturers. What to do?
Among other things, ZF manufactures electrified powertrains, car chassis technology, active and passive safety systems, and advanced driver assistance systems. ZF offers product and software solutions for established vehicle manufacturers and newly emerging transport and mobility service providers. The ZF supply chain is complex.
Today the Company’s core businesses are cordless phones, contract manufacturing services and children learning products. The North American operation is the top manufacturer in the US cordless market. The first presented in June 2001 outlined where we were in supply chain and what we needed to do. VTech Strategy. Taking Steps.
I also worked in manufacturing during the period of 1978-1992 trying to plan demand. I have been an industry analyst covering the market– Gartner, AMR Research, Altimeter Group and my own company Supply Chain Insights– since 2001. Demand latency is the time from channel purchase to translation into an order.
We dug that company out of terrible financial difficulty after the “internet bubble” burst in 2001. Our team was recognized for our unique configure-to-order process for our microprocessors as a finalist in the Supply Chain Council’s Operational Excellence award in 2011. My tenure at AMD was amazing.
Just-in-time techniques have led to more products arriving directly from manufacturing to the end-customer, shrinking warehouse use. This in turn allowed Wal-Mart to replicate sales successes between outlets; creating and managing peaks in demand via its systems for buying, shipping, and of course, warehousing. Tropicana Products, Inc.
This guide is intended to help food manufacturers and distributors: Consider the requirements of FDA traceability compliance, Calculate the potential costs of a recall, Review solutions other companies have used successfully to track food, Gain practical advice for how to improve traceability systems and processes, and.
Founding member of NEXST, alias Centre of Excellence for Global Emerging Supply Chain Technologies, initiated by Reefknot, Kuehne & Nagel and SGInnovate, in Singapore, and expert of SEA20, an international not-for-profit initiative and network of ports, academia, associations and companies supporting maritime transformation.
The network of networks share group has included manufacturers like BASF, Berry Plastics, Dow, Grace, Evonik, Intel, MARS, P&G, and Schneider Electric. When I was a Gartner analyst in 2001, there were over 120 B2b platforms. Over the last decade, this increased by 15% in manufacturing and 25% in transportation.
While there is much hype on DDMRP and the use of orders as a proxy for demand, companies need to remember that orders carry latency: they are out-of-step with market purchase behavior. The transformational wave is slowly transforming the automotive industry from a focus on selling “rides” versus the purchase of an automobile.
Today, only 4% of companies are the first to buy new technology—a 40% decline from post Y2K in 2001. Lucas had a team that dictated sourcing based on excel spreadsheet analysis to reduce cost and improve tax efficiency. Manufacturing equipment lead times were 19 months. Less Collaborative. So, we began the discussion.
Today, only 4% of companies are the first to buy new technology—a 40% decline from post Y2K in 2001. Lucas had a team that dictated sourcing based on excel spreadsheet analysis to reduce cost and improve tax efficiency. Manufacturing equipment lead times were 19 months. Less Collaborative. So, we began the discussion.
On August 13th, Infor announced the intent to purchase GT Nexus for 675M$. The largest was the purchase of Lawson in 2011 for 2B$. The company branded as GT Nexus in 2001 and purchased Tradecard in 2013. There is seldom one technology used within a manufacturing company to connect B2b value networks.) It is clear.
During the conversation, he thanked me as an ex-Gartner analyst for putting Ariba on problem-watch in May 2001. For many years (1992-2001), I worked at Manugistics, a supply chain planning technology provider. During the period of 1996-2001, the company struggled. Cisco had a kick in the gut in 2001.
… Consumer purchases and decisions will increasingly be voice-driven and machine-augmented, with companies’ relationship with customers machine-to-machine, values-based and digital-first.” Wong and Steinberg report, “Change in consumer demand is accelerating. ” Second, climate change is having an impact.
The latest smart manufacturing concept that we developed and demonstrated is the robot-on-a-cart concept for autonomous assembly or conveyer tending. The allocation of the right SKUs and volumes to different fulfillment centers has proven to be an excellent opportunity to apply AI. Drones & Autonomous Vehicles.
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