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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.
Over the Memorial Day weekend, I stumbled on an old article that I wrote in 2001. The solution solved a relevant industry issue. I asked companies to “Navigate through the hype focusing on the feasibility of scope and technology.” The rebirth of marketplace offerings is not on the back of e-procurement or ERP.
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. A Look Back. I was not sure.
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.
How Do We Connect SupplyChain Planning Architectures to Transportation Planning? The software planning footprints are reminiscent of the work done in the 1990s when we struggled with insufficient memory using 32-bit hardware. The groups of supply planning, procurement and logistics operate within silos.
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.
“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.
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?
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.
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.
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.
The Procurement Summit. 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 technologysolutions. Date: 17 November 2015.
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. Managing costs is primarily dependent on how a company manages its supplychain. Reducing the supplychain costs will help companies bring down the total cost. Same set of data flows through the chain.
Affected by changes in production, procurement and distribution methods, warehousing has continually been pushed and pulled in different directions. On the other hand, offshoring growth has fuelled the need for warehousing as part of the elongated supplychain. Technological Advances and Benefits.
Spire and Gravity SupplyChainsolutions 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.
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. The importance of a robust supplychain.
Patterns from multiple case studies also suggest that VMI in many instances is not motivated by bilateral efforts to improve supplychain performance, but rather by unilateral interests on the part of buyers to drive effortless purchasing and suppliers to lock in and secure sales. Blackhurst, J., Craighead, C., and Handfield, R.,
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.
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
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. FSMA Section 204 is only the latest example.
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. For sure, the traditional should cost approach and solutions can help solve these issues. 45, 5-32 (2001)). Breiman, L.,
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!
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.
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.
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.
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
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 a logistics service provider, focusing on over-the-road surface transportation management solutions via technology and managed transportation services, we find the following information on the history of shipping containers of great significance to the logistics and supplychain community at large. Did You Know That ….
Yet there are silver linings: firstly, with the cause of the downturn so obvious we may yet see a rapid rebound if and when a vaccine or other solution can be found. 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.
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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