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Disruptive Tech In The Supply Chain with Charley Dehoney

The Logistics of Logistics

Charley is the Vice President of ZEBOX AMERICA, an international incubator and accelerator of innovative startups focused on two sectoral areas: transport, mobilities, logistics and industry. ZEBOX is zeplace to be for innovative projects related to new techs enablers. About Charley Dehoney. on the other hand. ? on the other hand. ?

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Supplier-Led Innovation Workshop

Supply Chain View from the Field

In 2003, Nokia was in a lawsuit and could not use Qualcomm chips in their phones. This was a one-time supplier collaboration example that enabled Nokia to remain a competitive force. Supply Chain Innovation Supply Chain Management Supply chain Relationships' If so, you’re not alone. To see more, see: [link].

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E2open Acquires Steelwedge. Impact on Market?

Supply Chain Shaman

Founded in 2000, Steelwedge was an innovator in Sales and Operations Planning (S&OP) and was an early provider of cloud solutions for supply chain. The company was one of a handful of exchanges to survive the market hype of electronic exchanges in the 2000-2003 period. Aggregator versus Innovator? 2X that of Kinaxis.

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E2open Acquires Zyme: A Bridge Too Far?

Supply Chain Shaman

The company was one of a handful of exchanges to survive the market hype 2000-2003 period. The question is will E2open be an aggregator of assets or an innovator? Aggregator versus Innovator? . Across the decades in the supply chain market, when a company aggregates assets and does not innovate they lose market appeal.

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Our Walk In The Fog

Supply Chain Shaman

Supply chain innovation is slowly simmering in the face of radical disruption. Examples include Hadoop, Kafka, and Apache Spark. . The many examples include streaming data, Internet of Things (IOT), new forms of analytics, software robots, wearables and robotics increasingly add value as computing power increases.

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Intelligent IBP: A Need for Decision Centricity

Supply Chain Trend

Palmatier and Crum (2002), Coldrick, Ling, and Turner (2003) and Bob Stahl (2009) all assert that S&OP is first and foremost an executive decision-making process. But it is good to remember that the early pioneers always designed S&OP, the predecessor of IBP, as an executive decision-making forum.

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Intelligent IBP: A Need for Decision Centricity

Supply Chain Trend

Palmatier and Crum (2002), Coldrick, Ling, and Turner (2003) and Bob Stahl (2009) all assert that S&OP is first and foremost an executive decision-making process. But it is good to remember that the early pioneers always designed S&OP, the predecessor of IBP, as an executive decision-making forum.