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Supplychain excellence 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. Understanding this relationship requires modeling. The reason?
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.” In the height of the e-commerce craze, the marketplace offerings started with a focus on e-procurement. was controversial. Marketplace Rebirth.
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.
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.
Preview In his 2019 Foresight article, Niels van Hove examined eight technological hurdles that must be overcome to enable autonomous or ‘lights out’ supply-chain planning. He reasoned that to support such planning we need to implement a third wave of integrated supply-chain planning software. Key Points.
“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.
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.
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.
This month, we continue our Procurement Basics series and would like to introduce our readers to yet another set of often misused business terminology. As both sourcing and procurement are related to obtaining supplies for the organization, confusing these two terms is easy. Procurement. What Is Procurement Process?
The procurement Summit 2016. Building on the huge success of eWorld Procurement & Supply – which has been running bi-annually in London since 2001 – the new Procurement Summit will bring together 150 purchasing and finance professionals from across the commercial, public and third sectors.
I know of few areas in supplychains discussion that raise as much dialogue or ire. ” At the other end of the continuum is the argument that “ Forecast error is the most important metric to improve.” Many companies implemented demand management processes as a technology project. Everyone has a bias.
Retailers have always been curious about the paths consumers take when they decide something needs to be purchased. When the Internet and World Wide Web introduced consumers to online shopping (aka e-commerce), the path to purchase became much more complex. Today the digital path to purchase is growing in importance. .”[1]
The world has shrunk into a global village with better connectivity and inter-linked supplychain. They have to manage their costs effectively to deliver profits. Managing costs is primarily dependent on how a company manages its supplychain. Same set of data flows through the chain.
After highlighting some of the results from the IBM study I worked on this past fall on procurementanalytics, I introduced Rich Hughes, former Chief Procurement Officer from Procter & Gamble. During this period, spend under management was 50% at best, and there was significant fragmentation in the supply base.
Responding to the ever-changing expectations of consumers in a highly competitive digital economic environment involves having a solid, agile, and cost-effective SupplyChain. After all, companies need to minimize and monitor the most harmful supplychain management practices. Some examples of worst practices.
Spire and Gravity SupplyChain solutions helping restore flow of goods by giving customers more visibility and greater confidence to accurately predict delivery times. As this new global economic system grew, a corresponding supplychain—complex, powerful, virtually unquestioned—became its structural support system.
For example, in Germany, the new SupplyChain Act will mean that companies with 3,000 employees or more will be accountable for any exploitation of workers in their supplychains. Next, as part of the supplychain governance process, came the challenge of checking whether they were all compliant.
The purpose of this article is to share our experience in the use of machine learning to generate quick saving opportunities and homogenize purchased pricing across business units / regions in large groups. Refer to our article “ SupplyChain optimization: a total cost approach ”. 45, 5-32 (2001)). Breiman, L.,
To get some answers for S&OP practitioners, Niels van Hove from SupplyChain Trend interviewed a group of S&OP leaders. SupplyChain Trend will publish a weekly Q&A with these S&OP leaders. To get some answers for S&OP practitioners, SupplyChain Trend interviewed a group of S&OP leaders.
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. Calculating the Cost of a Food Recall.
Subscribe to SupplyChain Game Changer. Our fundamental objective at SupplyChain Game Changer is to share experiences and expertise and lessons learned. John Heffernan, Chief SupplyChain Officer at ModusLink. Steve Radewych, Director SupplyChain at Precision Global. Subscribe Here!
Traditional risk management policy assumes a contraction in growth: the conventional focus is the shutdown and reallocation of supply. Companies that viewed the pandemic as another risk management event will struggle the most with Q1 and Q2 earnings reports. Current technologies and processes focus on volume trade-offs.
Traditional risk management policy assumes a contraction in growth: the conventional focus is the shutdown and reallocation of supply. Companies that viewed the pandemic as another risk management event will struggle the most with Q1 and Q2 earnings reports. 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
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.
Invest in technology. Fewer than 30% of businesses that lost market share in the downturn of 2001 were able to regain their positions, according to the Bain study. Invest in technology. So what does investing in technology look like for your business? Review existing inventory management systems.
In the current global economy, the closure of a maritime chokepoint would have significant economic ramifications due to the disruption of trade flows and even some supplychains (e.g. The Suez Canal Company's shares were purchased by Great Britain in 1874, making it the sole owner. meters in 2001.
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.
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