This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
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 manufacturing excellence. The reason? Discontinued in 2011.
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. I strongly feel that a blind focus on functional excellence will cause the supply chain to become out of balance. In table 1, I compare ten-year averages (2001-2011) for food manufacturing companies.
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. – Technology Evolution Outpaced Adoption. No one knows. What to do?
Apple launched the iPod in 2001 during the dot.com bubble. Had they gone public (nice in hindsight), they could have had funds to ride out the dot.com era and to buy the company that bought them. Many people don’t shop around once they have found a reliable source. How do you prepare your company to excel even in trying times?
ZF transforms those purchased products into over 2,000 products. ZF has been working with a supply chain solutions provider called SupplyOn since 2001. Sourcing from more local suppliers and having shorter supply chains is part of the answer. ZF’s Digital Supply Chain. The Path Forward. But more work remains to be done.
Logistical Efficiency in Sourcing, Distribution, and Delivery Local Sourcing: While offering potential environmental benefits, local sourcing introduces complexities like smaller vehicle sizes and less-than-full loads. Balancing consumer preferences for locally sourced products with logistical efficiency is crucial.
The first presented in June 2001 outlined where we were in supply chain and what we needed to do. In 2001, we were in trouble, but in 2004, we had made a lot of progress. The retailer’s plan was never normalized against inventory and as a result it did not reflect buying behavior. In 2001, there were three of us in planning.
The Procurement Summit provides senior purchasing, sourcing and supply chain executives across the North of England with an unmissable opportunity to keep up-to-date with the latest industry innovations, best practice and new technology solutions. Excellent networking opportunities with peers throughout the day. >>Visit
Launched in 2014 and brought to you by the eWorld Procurement & Supply team, The Procurement Summit will provide senior purchasing, sourcing and supply chain executives across the North of England with an unmissable opportunity to keep up-to-date with the latest industry innovations, best practice and new technology solutions.
I have been an industry analyst covering the market– Gartner, AMR Research, Altimeter Group and my own company Supply Chain Insights– since 2001. Most demand planning happens in Excel Ghettos not in the expensive technologies implemented in 90% of manufacturing companies. Moving Forward. Tactical Demand Planning.
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!
As a company, Nestlé excels at interacting with real-life consumers on social media. Focusing on Responsible Sourcing. During the supply chain analysis of Nestlé, it's immediately clear that responsible sourcing is a huge concern for the company. It's an inspiring way to quickly and efficiently gather customer responses.
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.
PKP Energetyka, launched the implementation of Ivalua’s state-of-the-art Procurement and Sourcing solution with the participation of OptiBuy. It has been operating since 2001 and belongs to one of the largest investment funds worldwide – CVC Capital Partners. About PKP Energetyka. PKP Energetyka S.A. About OptiBuy.
In contrast, my vision of end-to-end is a supply chain that operates seamless and bi-directionally from the customer’s customer to the supplier’s supplier crossing over the processes of sell, plan, source, make and deliver. When I was a Gartner analyst in 2001, there were over 120 B2b platforms.
Source E2open Shipping Index). Today, only 4% of companies are the first to buy new technology—a 40% decline from post Y2K in 2001. We started the conversation with sourcing. Lucas had a team that dictated sourcing based on excel spreadsheet analysis to reduce cost and improve tax efficiency. What to do?
Source E2open Shipping Index). Today, only 4% of companies are the first to buy new technology—a 40% decline from post Y2K in 2001. We started the conversation with sourcing. Lucas had a team that dictated sourcing based on excel spreadsheet analysis to reduce cost and improve tax efficiency. What to do?
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. I am not surprised.
… 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 allocation of the right SKUs and volumes to different fulfillment centers has proven to be an excellent opportunity to apply AI. Patiently, she explained that it was technically illegal to buy steel, or much else, from the People’s Republic of China (PRC), which we had yet to recognize. I asked in all innocence.
We organize all of the trending information in your field so you don't have to. Join 102,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content