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

Supply Chain Shaman

Today, more than 1% of the world’s container ships are stuck off major ports. Warehouses are full–often with the wrong stuff resulting in the slowing of the forty million shipping containers around the world. In 2004, I joined AMR Research, a Boston Analyst firm. Supply chain shortages abound. Reflection.

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Untangling The Tangled Web We Weave

Supply Chain Shaman

The year was 2004. When I walk into a room at most Fortune 500 manufacturers, I am amazed at the loss of collective understanding of the principles of supply chain planning. As for MEIO, I was excited to see some innovation in the space, but the creativity was short-lived. An Answer I Got Wrong Let me start with a story.

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Visibility: If Only I Could See

Supply Chain Shaman

In 2004-2006, Greg Aimi (now a Gartner analyst) and I worked on a common definition of visibility for over a year. These sources while functional are difficult to connect. Most deployments focus on functional excellence–manufacturing, transportation, customer service or procurement. This is a form of visibility.)

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Walmart Supply Chain: Building a Successful Integrated Supply Chain for Sustainable Competitive Advantage

SCMDOJO

The ability to analyze this data enables the retail giant to make informed decisions on product procurement, inventory management, and demand forecasting. The company has strategically invested in automated distribution centers, streamlining the flow of products from manufacturers to stores.

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Demand Planning. When The Answer To Two Simple Questions Is Not So Simple.

Supply Chain Shaman

A large consumer products manufacturer with nine Enterprise Resource Planning (ERP) instances and several divisions wanted to discuss forecasting. The Company focused primarily on retail planning and wanted to extend its capabilities into a consumer products manufacturing solutions offering. The taxonomies and goals are different.

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An interview with Norm Jerome: BP

AIMMS

Around 2004 we started a project to migrate an existing tool for planning for the BP Petrochemical Aromatics business over to AIMMS. When the rail team was using their own spreadsheets for fleet management, it was difficult to integrate their projections with the production & shipping schedules. How long have you been using AIMMS?

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36 innovative companies re-inventing and rethinking supply chain and logistics

6 River Systems

These 36 innovative companies have figured out how to hack their operations, gaining some financial or media recognition for their methods. Kick back, be inspired and happy innovating. The new facility will allow the company to offer two-day shipping to most (about 90%) of the U.S.