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Blue Yonder is a Gartner® Magic Quadrant™ Leader 13 Years in a Row

BlueYonder

This fact drives us to innovate when it comes to our Supply Chain Execution solutions. Along their journey they provide feedback, which with industry and technological advancements, backs our ongoing innovation strategy. We were able to make better decisions via automation, while also eliminating days of manual effort.

Gartner 87
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A New Red Wagon?

Supply Chain Shaman

Let me give you an example. ” There are now chartered groups to innovate the business models. ” The commodity chemical supply-based mindset of bulk shipping, large-scale production and molecular R&D is shifting to a discussion of new technologies, disintermediation/specialized products, and new business models.

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Provoking the Industry to Move Past Incrementalism

Supply Chain Shaman

Instead of pushing innovation forward, I see companies using the term “digital” as a path for IT spending. To make the argument, let’s look at industry orbit charts in aggregate for the period of 2006-2017 for the apparel and chemical companies. Let me give you an example. Three Paths for Innovation. The problem?

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The Coffee Pot Conversation That Will Not Happen

Supply Chain Shaman

A forum was great for networking but not for driving process innovation. For example, client-server to cloud architectures offered great promise for process innovation, but companies just moved their processes without asking how to drive new levels of value from technology. The industry is like a Ferris Wheel.

Gartner 198
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DB Schenker – Singapore: A Vital Node in Singapore’s Logistics Ecosystem

The Logistics & Supply Chain Management Society

Continued Innovation even Amidst the Pandemic. This investment in equipping employees with future ready skillsets has put the organization in good stride to tackle the challenges brought on by COVID-19; allowing Schenker to accelerate investments and efforts in innovation even as many other organizations are struggling to stay afloat.

Singapore 246
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Measuring Up?

Supply Chain Shaman

To help, in this post, we provide you with some insights for the period of 2006-2015. The analysis is for two time periods: 2006-2015 and 2009-2015. In Figure 2, we share the average results by industry peer group for each metric and contrast the average value of 2006 to 2015. A Look at History. Resiliency.

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L’Oréal: A Case Study in Supply Chain Excellence

Supply Chain Shaman

On average fo rthe period of 2006-2016, L’Oreal had a 17% operating margin as compared to Estee Lauder’s operating margin of 13%. to This is an example of managing a balanced portfolio and of driving a supply chain revolution. This case study is the best example we have seen of a customer-centric supply chain.