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SanDisk’s Story of Customer Segmentation Strategies Using Inventory Postponement

Supply Chain Shaman

Source: Dictionary.com. As I sit on the back row, I hear platitudes (A number of concepts positioned at a high level without clarity on how to execute). Today, there is not a well-defined template on how to build and operate a supply chain defined by customer policy and segmentation strategy. It is systemic.

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The Coffee Pot Conversation That Will Not Happen

Supply Chain Shaman

He felt strongly that supply chain leaders knew how to drive supply chain excellence and needed a forum– or maybe two or three depending on the business model– to help them network and refine their approaches. I would argue to John: no one knows how to drive a step-change in process improvement. Reflection.

Gartner 197
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Inflation is Back Up – Are you Ready?

Herlitz Inventory Management

How to Remain Profitable During Periods of High Inflation with Forward Buying. Growing up with a father who developed inventory management software for a living spawned some interesting conversations around the dinner table. source: tradingeconomics.com. It hasn’t been lost here at Herlitz Inventory Management!

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A New Red Wagon?

Supply Chain Shaman

Companies are questioning how to move forward. As shown in Figure 1, the company has been unable to maintain balance on the portfolio of cost and inventory. Note that recent inventory progress is slipping against the improvements during the recession). Performance Data for the Chemical Industry for 2006-2016.

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AI in Commerce: Takeaways from The Edge Summit

BlueYonder

I just had the privilege of attending a timely and unique event on how to “Shape the Future of AI-Powered Commerce.” Outside of customer service, there is enormous potential for AI to play a role in optimizing the supply chain, creating efficiencies in inventory placement, and driving to more sustainable approaches to enhance fulfillment.

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How Do You Define a Mature Supply Chain Planning Organization? (Part 1)

Supply Chain Shaman

In 2006, they made a decision to implement a supply chain planning solution. The cost was 60% more in than average; but even more unfortunate, they never got a good understanding of how to use the planning system. Bias and error are selectively measured and the organization is unclear on how to improve demand processes.

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Throwing Down the Gauntlet

Supply Chain Shaman

In Figure 1, I share a composite orbit chart of progress of Cisco Systems, Intel, Samsung and Flextronics on the Effective Frontier at the intersection of inventory turns and operating margin for 2006-2012. However, no company in this chart is on a linear path towards improving both margin and inventory turns. The race is on.