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Responsible Jewelry = Traceable Jewelry

Sourcemap

When the Kimberley Scheme for conflict-free diamonds was introduced in 2003, it was one of the earliest traceability programs in ethical sourcing. Click below to download our free resource on implementing responsible sourcing. What about rough and colored stones? It can even provide item-level traceability to the end customer.

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E2open Acquires Steelwedge. Impact on Market?

Supply Chain Shaman

With globalization, the average company had 5 to 7 Enterprise Resource Planning (ERP) solutions and 3 to 5 Advanced Planning Solutions (APS). The company was one of a handful of exchanges to survive the market hype of electronic exchanges in the 2000-2003 period. SAS’s acquisition of MarketMax in 2003 is an exception.

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Intelligent IBP – a new role for supply chain planners

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. This decision squad can be resourced by temporarily reprioritizing the existing IBP team resources to facilitate the decisions.

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Lean Six Sigma for SMEs: A Path to Continuous Improvement

SCMDOJO

Adapted from Ehrlich (2002); Stamatis (2002); George (2003); Bendell (2006); Bhuiyan et.al, (2006); Andersson et.al, (2006); Arnheiter and Maleyeff (2005); Nonthaleerak (2005); Kumar (2007); Magnusson et.al, (2003) Read more on Top 15 Lean Six Sigma Books to Level Up Your Continuous Improvement Efforts & Strategy on our website SCMDOJO! .

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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.

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Supplier Performance Management – The Ultimate Guide

SCMDOJO

After gaining management support for vendor assessment, there should ideally be an executive sponsor for the vendor assessment initiative who can ensure that the appropriate resources are engaged and serve as a communication link with the senior management. Human resources No organization is better than the people who have understood it.