Remove 2006 Remove Examples Remove Innovation Remove Manufacturing
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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. Let’s take a look at the world of the chemical manufacturer. Orbit Chart of Dow Chemical and BASF for the Period of 2006-2016 and Performance Data for the Chemical Industry. 2) Drive Process Innovation.

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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 86
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L’Oréal: A Case Study in Supply Chain Excellence

Supply Chain Shaman

Based in Paris, L’Oréal is a global personal care manufacturing company. 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.

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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 200
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Measuring Up?

Supply Chain Shaman

The average manufacturing company’s supply chain organization is 15 years old. To help, in this post, we provide you with some insights for the period of 2006-2015. Each year at Supply Chain Insights , we study the progress of public companies in manufacturing, retail and distribution sectors. A Look at History.

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Two Million Vacant Manufacturing Jobs by 2025…How Can We Tackle the Skills Gap?

GlobalTranz

Approximately 60 percent of today's unfilled manufacturing jobs are due to a shortage of applicants with sufficient proficiency in science, technology, engineering, and math ( STEM ) skills. IMPO Executive Editor, Anna Wells provides insights into the complicated issue in her article “Why The Manufacturing Skills Gap Is Serious”.

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Novo Nordisk: A Story of a Supply Chain Leader

Supply Chain Shaman

With more than 90 years of innovation in diabetes care, Novo Nordisk is a global pharmaceutical leader. The level of performance in 2015 is the same as 2006. Orbit Chart for Novo Nordisk at the Intersection of Operating Margin and Inventory Turns for the period of 2006-2015. The patterns are circular. This is a design element.