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
The supplychain is knotted. Yesterday, @DamarqueViews asked me a question on twitter: “What do you think are the greatest barriers in the adoption of social technology in the supplychain?” I find the evolution of social technologies, and the promise of social, exciting for the supplychain.
Supplychainexcellence is easier to say than to explain. Executive teams strive to drive improvement in supplychain results; yet, sadly, only four percent of public companies succeed. The supplychain is a complex non-linear system. Now, I view the company as a supplychain laggard.
The cheese on the puffs stains my hands like I feel that mis-guided past practices have indelibly colored supplychain practices. In most value networks, downstream partners have progressively pushed costs and waste backwards in the extended supplychain. Supplychain planning is all about better math and modeling.
Over the Memorial Day weekend, I stumbled on an old article that I wrote in 2001. I asked companies to “Navigate through the hype focusing on the feasibility of scope and technology.” At the time, the popular belief was that Enterprise Resource Planning (ERP) technologies would build multi-tier capabilities. was controversial.
I interviewed John Sobeck, Vice President Material Management Services and SupplyChain 4.0 at the ZF Group, about their digital supplychain transformation journey. This technology company is headquartered in Friedrichshafen, Germany. The ZF supplychain is complex. ZF’s Digital SupplyChain.
Founded in 2000, Steelwedge was an innovator in Sales and Operations Planning (S&OP) and was an early provider of cloud solutions for supplychain. Is Steelwedge a Tragic Hero of SupplyChain Cloud Technology? I remember my first briefing with Steelwedge in 2001. The focus was on automating procurement.
In part one of this blog series, I started the saga of the supplychain fairy tale. It was a story where people believed that functional excellence leads to supplychain superiority. I strongly feel that a blind focus on functional excellence will cause the supplychain to become out of balance.
Global supplychains are built on three assumptions: rational government policy, availability of transportation resources, and low variability. Supplychain leaders have little history to use as a guide to prepare. Before the pandemic, supplychain leaders experienced relatively free trade across borders in 2017.
Supplychain management is hot. Investment is flowing into supplychain companies. In 2021, more than $25 billion was invested in supplychain companies in just the first three quarters of the year. Mr. Welty understands both private equity and supplychain management. Fail Until You Win.
Consultants and technology leaders are rebranding under a “digital umbrella” without clear definition. The untethered exuberance reminds me of the race for Y2K, the futile experimentation with trading exchanges in 2001, or the race for e-commerce. Confluence of Technologies. Confluence of Technologies.
“If only I had the money that the company was supposed to save from the multiple ERP and supplychain projects. This year supplychain leaders will celebrate thirty years of progress in supplychain management; but we have not made progress on one of the funamentals: inventory management. I really do.
Here are ideas for grasping opportunities in the midst of the Coronavirus supplychain challenges. The coronavirus’ supplychain and business impacts are being felt around the world and in our backyards: this strange time is slamming markets, causing confusion and changing patterns of normality.
Financial balance sheet improvements cannot be driven by traditional supplychain processes. In the words of a supplychain leader yesterday, “Lora, please give me stories of success. When I first met Nick, he was driving a supplychain transformation at VTech Communications. Price to Tangible Book Value.
Founded in 2001, Seamless Distribution Systems (SDS) listed on the NASDAQ First North Premier are renowned for enabling the digitization of sales and distribution processes across more than 50 markets. Then, in 2019, SDS acquired French digital transactions technology company, eServGlobal.
I know of few areas in supplychains discussion that raise as much dialogue or ire. I worked for a software company for almost a decade and implemented demand management solutions in the 1990s for multiple companies. Many companies implemented demand management processes as a technology project. Everyone has a bias.
On the other hand, offshoring growth has fuelled the need for warehousing as part of the elongated supplychain. In addition, while rivers and mountains stay where they are, other geographical features, like conurbations, change over time; associated factors such as labour availability and customer buying habits may change even faster.
While technology offers immense potential, its practical application and impact on fuel savings require further research. Consequently, investing in packaging optimization can yield substantial returns for businesses in the supplychain. Logistics KPI Dashboard is an essential tool for Logistics & SupplyChain Managers.
The Procurement Summit provides senior purchasing, sourcing and supplychain 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. Hands-on demonstrations of the latest solutions in the technology showcase.
Launched in 2014 and brought to you by the eWorld Procurement & Supply team, The Procurement Summit will provide senior purchasing, sourcing and supplychain 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.
At SupplyChain Game Changer we believe in sharing experiences and expertise from people in every industry and from across the globe. As such we have introduced our “Seasoned Leadership in Action ” Interview series at SupplyChain Game Changer. This was my first foray into the world of supply.
Subscribe to SupplyChain Game Changer. 10 Vital SupplyChain Lessons from the Coronavirus Pandemic! At SupplyChain Game Changer we believe in sharing experiences and expertise from people in every industry and from across the globe. My passion is supplychain and positive change.
Perhaps that is because these companies were using either paper-based or only partially automated systems. RFgen Software strongly recommends that any company facing a product recall immediately seek the advice of legal counsel to minimize their financial risk and liability exposure. The time to improve traceability processes is now.
Supplychain innovation is slowly simmering in the face of radical disruption. The supplychain visionary wants novel and new. I find technology providers pitching old–often wrapped in the cloak of ‘digital transformation.’ As a result, supplychain leaders continuously ask me to unravel market confusion.
While all supplychain leaders are interested in the topic of building value networks, only a few companies are actively investing in building data architectures to enable the extended supplychain. The words end-to-end supplychain easily rolls off the tongues of supplychain leaders.
With 65% of supplychain professionals members of the Millenials and Gen X generations, inflation is new. The members of the supplychain organization have never managed through a period of growth, inflation, and unprecedented supply variability. Current technologies and processes focus on volume trade-offs.
With 65% of supplychain professionals members of the Millenials and Gen X generations, inflation is new. The members of the supplychain organization have never managed through a period of growth, inflation, and unprecedented supply variability. Current technologies and processes focus on volume trade-offs.
As an analyst, when technology providers acquire and divest companies, I get invited to pre-announcement conferences. In these sessions, the technology providers share their rational for the investment and invite questions. Infor–a market consolidator of enterprise software–currently has revenues of $2.8
During the conversation, he thanked me as an ex-Gartner analyst for putting Ariba on problem-watch in May 2001. The market shift was dramatic, and if we had made a series of small cuts in staff or direction, we would have had the same fate as i2 Technologies or Manugistics. During the period of 1996-2001, the company struggled.
Supplychain processes are not immune to this trend. EY analysts Edmund Wong and Glenn Steinberg ( @GlennSteinberg ), ask, “Are you running an analog supplychain for a digital economy?”[1] They explain, “The global supplychain is a creation from the past, ill-suited to today’s fast-changing world.
MH&L’s Editorial Advisory Board tackles some of the toughest topics facing the supplychain today. That’s why we went to the experts—the members of the MH&L Editorial Advisory Board—and asked them to weigh in on that subject, and on several other of the most pressing concerns to supplychain professionals.
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