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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. The secondary problem is the lack of definition of process requirements and a buying team that cannot see past simple MRP/MRP II/DDMRP requirements. Survey existing suppliers, third-party logistics providers and customers. Reflection. I thought it would be easy.

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E2open Acquires Steelwedge. Impact on Market?

Supply Chain Shaman

Over the last two decades Steelwedge raised significant capital in three rounds: 4M$ in 2004, 16M$ in 2011 and 22.5M$ in 2015. On March 26, 2015, I nsight Venture Partners (“Insight”) purchased E2open for $8.60 Taking the company private, the investment by Insights gives E2open capital to purchase companies.

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S&OP: Middle-aged or Never Grown Up?

Enterra Insights

When reading current case studies focused on S&OP, she notes, “[They] sound the same as the ones heard when I completed S&OP research in 2004. Dependency on Excel. Cecere explains, “Driving supply chain excellence is a balancing act. That doesn’t mean buying the first shiny thing you see.

S&OP 100
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Supply Chain Future: Anticipating the unknown

Supply Chain Movement

In the USA, the Massachusetts Institute of Technology (MIT) launched the Supply Chain 2020 project back in 2004. In Europe, meanwhile, IMD in Lausanne joined forces with the likes of Philips, Shell, Lego, Nestlé, Grundfoss, AP Maersk and Ceva Logistics in 2011 to set up the Value Chain 2020 project. Value Chain 2020 project.

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6 Things We've Learned from McDonald's Procurement Management

AFFLINK

Excellent procurement is part of the reason that McDonald's has been able to grow from a small family barbecue restaurant into a global conglomerate with more than 35,000 restaurants in over 110 different countries. In the foodservice industry, there are few better examples of great procurement management than McDonald's. Timing is Crucial.

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Seeing Beyond the Firewall

Supply Chain Shaman

However, visibility of channel relationships–customer orders and consumption/purchase–in the demand network, or the use and consumption of materials in the extended supplier network, is an ongoing issue. The processes are largely batch, using data with great latency (orders and purchase orders). The solution failed.

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A Conversation with Vittorio Favati, TVS Supply Chain Solutions GFS

The Logistics & Supply Chain Management Society

I had the opportunity to work with several excellent organisations, most notably, nearly 20 years with Ceva (including EGL or Eagle Global Logistcis) and now TVS SCS. Thereafter I played an integral role in the integration of EGL and TNT Logistics to form Ceva. We (myself and key executives) built and took EGL public in 1995.