Shipchain
MARCH 17, 2020
Although initially compared to the SARS outbreak, Coronavirus seems to be hitting much harder and much more quickly than the 2003 epidemic. More industries are dependent on China than ever before, especially when compared to how the global picture looked in 2003.
Enterra Insights
APRIL 22, 2019
Reporting on this development, Jennifer Smith ( @jensmithWSJ ) and Sarah Nassauer ( @SarahNassauer ) write, “Looking to cut inventory while meeting e-commerce demands, the retailer wants more of the goods it orders delivered on time and in full. threshold for food consumables. Footnotes. [1] Footnotes. [1]
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Kinaxis
OCTOBER 31, 2016
Fortunately, Libby’s, which has an estimated 80% of the canned pumpkin market, had enough canned inventory to make it through Thanksgiving. In September 1999, candy giant Hershey Foods former CEO and Chairman told Wall Street analysts that the company was having trouble with its new order-taking and distribution computer system.
Supply Chain Shaman
FEBRUARY 18, 2013
Pharmaceutical companies are struggling with falling margins and rising inventories. In our work with pharmaceutical companies, most executives wince when we mention inventories. However, most do not realize that the Days of Inventory for the industry has grown 33%. It is rising inventory levels. What Can We Do?
E2open
MAY 24, 2016
Campbell Soup was the first company to adopt demand sensing in 2003. Collaboration with retailers becoming automated, enabling cooperative inventory target setting across the value chain to serve more customers with less capital invested in stock. For more insight, you can read the full article from Food & Drink Technology here.
Vinculum
APRIL 28, 2020
Both Alibaba and JD.com expanded during the SARS crisis in 2002-2003. Chinese on-demand local services have documented the incline in sales of food products. Food delivery networks have become the only source to generate income in this scenario. Not the first time. Change in Actions. and electronics at 42.7%
Supply Chain Shaman
APRIL 27, 2022
At each company, there is a relationship between the metrics of growth, margin, inventory, customer service, and asset strategy. When we compare the results of P&G to its peer group for 2012-2021, P&G outperforms in inventory turns and margin but underperforms in growth and asset utilization. Was this by design? My reasoning?
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