Remove 2002 Remove Just-in-Time Remove Supply and Demand
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Why Our Goal Should Not Be an Integrated Supply Chain

Supply Chain Shaman

This week I spoke at an SAS Global Analytics Summit on the connected supply chain. In my view, the connected supply chain is very, very different from the integrated supply chain. In 2002 I worked for Gartner Group in the business applications practice. At the time, I worked in a group that built a model termed ERP II.

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S&OP, a vision for the future. The expert interview series #4

Supply Chain Trend

In the last 30 years S&OP improved performance in many businesses. However, S&OP has not yet substantially delivered on its ultimate promise of enterprise wide resource management, rolling financial forecasting and strategy deployment. Worse, overall S&OP development and progress seems to have stalled.

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Inventory Management: We Can Do Better

Supply Chain Shaman

Each day through the COVID-19 pandemic, I tune into Anthony Cuomo’s (governor of New York) daily briefings. As a multi-tasker, when Governor Cuomo broadcasts, I use the time to work out on my rowing machine. His opening line is, “Let’s start with facts. So, let’s start with the data. Reflection.

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Outside-in planning: a big elephant that needs a bite-size approach

Supply Chain Trend

“ There is only one way to eat an elephant: a bite at a time.” Desmond Tutu Outside-in thinking in theory Outside-in thinking makes sense. It is not new in supply chain management either. Lee’s uncertainty framework (2002) shows how segment your supply chain in demand streams and how to define your supply chain response to that.

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LTL Industry Trends and Tips for 2022

GlobalTranz

In our recent GlobalTranz 2022 Logistics and Supply Chain Trends and Outlook white paper, our experts review some of the factors that will shape logistics in the coming year and beyond. As a result, many shippers are revising their strategy from just-in-time inventory to just-in-case based on the hard lessons of the past two years.

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Enhancing Logistical Efficiency: Strategies for Improvement

SCMDOJO

Initiatives like Tesco’s Supplier Collection and Onward Supply Schemes demonstrate significant fuel savings. Postponement: Strategies like Just-in-Time and postponement can reduce inventory and transportation costs.

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The ‘Why’ in S&OP: or How to Find More Meaning

Supply Chain Trend

Another reason is that employees just get tired of an overly dogmatic, bureaucratic process and data focused monthly cycle. Maybe at the start of the S&OP project executives buy in and employees are still eager. Without a clear ‘why’ to support S&OP, executives and employees will lose their interest over time.

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