Remove 2004 Remove Analytics Remove Manufacturing Remove Procurement
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Supply Visibility: More Important Than Ever. Yet Elusive.

Supply Chain Shaman

In 2004, I joined AMR Research, a Boston Analyst firm. In our recent survey on analytics, today 74% of companies are attempting to improve supply chain visibility (as shown in Figure 1). The problem with supplier visibility is bookended into procurement processes that have gone back, not forward over the last decade. Reflection.

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Visibility: If Only I Could See

Supply Chain Shaman

The IT taxonomy for visibility is supply chain analytics. In 2004-2006, Greg Aimi (now a Gartner analyst) and I worked on a common definition of visibility for over a year. As you implement supply chain analytics and use control theory with well-defined reference data with clear bands for control, process improvement ensues.

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Podcast: Predictive Analytics and Digital Transformation Pioneer Knut Alicke

Requis

He is based in Germany, and, as a founding partner of the supply chain practice at McKinsey & Company , consults on a variety of supply chain-related business problems, including S&OP and advanced analytics. I joined McKinsey in 2004 and I’m still enjoying my time there. I’m pushing the supply chain agenda.

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Will your supply chain lead in the next decade?

ivalua

Gartner highlights three reasons: Necessity – Too many organizations, especially manufacturers, rely on stale data and old processes that could be streamlined and enhanced with technology. In 2004, Walmart wasn’t concerned about Amazon; it was just an upstart online bookstore. Fuel innovation with processes and analytics.

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Bait and Switch

Supply Chain Shaman

The market shift is towards analytics, but this new market is confusing. The first definition of Demand-driven Supply Chains was pushed into the market by AMR Research (now part of the Gartner Group) in 2004. Build What-if Analytics. Why is this happening? The market for large ERP programs is slowing. It is still early.

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Late Night Thoughts on Productivity, Efficiency and Global Supply Chain Effectivness

Supply Chain Shaman

He constructs an argument that productivity from the third industrial revolution of personal computers and mobile phones ended in 2004. Why did the impact stop in 2004? The same holds for contract manufacturers. One option is to have manufacturers directly fund technology innovation as an investment.

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Infor’s Acquistion of GT Nexus: If I Had a Magic Wand

Supply Chain Shaman

Founded in 2002 under the name of Agilisys, Infor rebranded in 2004. The goal is deeper analytics to sense and respond across make, source and deliver. There is seldom one technology used within a manufacturing company to connect B2b value networks.) 2) Advanced Analytics. The current market offers no solution.