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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). The ends of the supply chain–both in customer and procurement– are fragile. Absolutely! Absolutely!
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. Procurement was operating in isolation from supply chain.
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.
” 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.
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.
The biggest career transformation for me was after leaving Dell when I joined Lucent in 2002 and entered supply chain in technology sourcing. We dug that company out of terrible financial difficulty after the “internet bubble” burst in 2001. This was my first foray into the world of supply. I have not looked back since!
Affected by changes in production, procurement and distribution methods, warehousing has continually been pushed and pulled in different directions. Just-in-time techniques have led to more products arriving directly from manufacturing to the end-customer, shrinking warehouse use. Automation has also become significantly more popular.
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.
Source E2open Shipping Index). The Chief Financial Officer gained more presence with procurement and IT reporting to finance. Still, organizations are less willing to test and try technology innovation due to the restrictions and guide rails placed on software procurement and deployment. Focus on Cost. A Decline in Innovation.
Source E2open Shipping Index). The Chief Financial Officer gained more presence with procurement and IT reporting to finance. Still, organizations are less willing to test and try technology innovation due to the restrictions and guide rails placed on software procurement and deployment. Focus on Cost. A Decline in Innovation.
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.
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. The goal is deeper analytics to sense and respond across make, source and deliver. It is clear.
… 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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