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This week in supplychain and logistics news includes Blue Yonder being selected to support Border States, an electrical distribution company, with their warehouse management needs. The CEO said this is “not just an ERP upgrade to the next set of software”, but “building a complete data infrastructure across the company.”
In 2003, Walmart announced that all of its suppliers would need to have Radio frequency identification (RFID) tags on all pallets and cases by 2006. Historically, the cost of RFID implementation and difficulty to utilize RFID in conjunction with other supplychain systems has hindered mass adoption by supplychain managers.
In the last six months, in my travels, I have presented to supplychain teams in China, Belgium, France, Germany, Peru, Mexico, Netherlands, South Africa, Singapore, and the United Kingdom. I strongly feel that if I am going to cover the global supplychain that I need to experience it. A Personal Reflection.
The SupplyChain Insights Global Summit is a week away. We are currently tabulating the results to publish the report, “Top 15 SupplyChains to Admire.” In this report, we track the progress on balance sheet performance of companies by peer group and chart the relative improvement for the period of 2006-2013.
This afternoon, I poured myself a cup of tea to pen congratulation emails to the SupplyChains to Admire award winners. In the calculation of winners, we measure improvement through a vector analysis of orbit charts at the intersection of inventory turns/operating margins and growth/ROIC. SupplyChains to Admire Award Winners.
The development and history of warehouse management systems (WMSs) have had a profound impact on how the supplychain functions. As the world moved forward, the basic concept of managing warehouse inventory did not change much. In the 1980s, the use of AS/RS declined as excess inventory drove storage costs higher.
Over the course of the last two years, we at SupplyChain Insight s have worked on a methodology to gauge supplychain improvement. We named it the SupplyChain Index. We have found that supplychain metrics are gnarly and complicated.During Background on the SupplyChain Index.
For the past five years, the team at SupplyChain Insights identified SupplyChains to Admire Award Winners by analyzing performance by peer group on the key metrics of growth, operating margin, inventory turns and Return on Invested Capital (ROIC). About the SupplyChains to Admire Methodology.
Or agreement on the definition of supplychain excellence. Sometimes, even the definition of a supplychain is not clear. The focus is on digitization—automating today’s processes—versus rethinking process excellence based on the art of the possible. Confluence of New Technologies. Why does it matter?
At the SupplyChain Global Summit 2018 , Francois discussed the impact of digitalization, Industry 4.0, and L’Oréal’s approach to business that has allowed the company to continuously rank as a SupplyChains to Admire winner for four consecutive years. SupplyChains to Admire Methodology.
On September 9–11, 2014, 110 supplychain visionaries will gather in the desert at the Phoenician Hotel in Scottsdale, Arizona to think differently and define the future of supplychain. Today, 90% of publicly-traded companies are stuck at the intersection of operating margin and inventory turns. It is needed.
If you have walked in the shoes of the supplychain leader, you are probably laughing by now. In the work, I listen to existing processes to provide feedback, ideate with the team on potential improvement, share advice on the fit of technologies, and network leaders to leaders to gain additional insights. Sounds easy, right?
For the past five years, the team at SupplyChain Insights identified SupplyChains to Admire Award Winners by analyzing performance by peer group on the key metrics of growth, operating margin, inventory turns and Return on Invested Capital (ROIC). About the SupplyChains to Admire Methodology.
SAP touts “best-run companies” while the Accenture ads claim “ high-performance supplychains.” I am a nomad, searching for a good definition of supplychain excellence. Supplychain leaders are naturally competitive, and they want to know how well they are doing. I shake my head.
Last week was the SupplyChain Insights Global Summit. 110 supplychain leaders attended. In preparation for the summit, we readied the final report of the work on translating balance sheet results into a methodology to judge SupplyChain Excellence. A big bang technology focus has not worked.
Supplychain excellence is easier to say than to explain. Executive teams strive to drive improvement in supplychain results; yet, sadly, only four percent of public companies succeed. The supplychain is a complex non-linear system. Now, I view the company as a supplychain laggard.
Supplychain leaders are competitive and they want to measure their success. I just don’t think the comparison of very different industries in a spreadsheet based on growth, inventory values, and Return on Assets (ROA) is meaningful. In many businesses, assets are a core part of the supplychain.
“We live in a world where supplychains, not companies, compete for market dominance. But companies often have diverging incentives and interests from their supplychain partners, so when they independently strive to optimize their individual objectives, the expected result can be compromised. ”. What Is Value?
At the beginning of the third decade of supplychain management, a new class of applications was born. They were born from well-intentioned, bright professors from great schools – Boston College, Carnegie Mellon, and Massachusetts Institute of Technology (MIT )– in operations research. It is no more.
If the word collaboration was listed on a card as a drinking game at supplychain conferences, we would be drunk at many. While we speak of collaboration, the focus is on driving enterprise results not value in value chains. However, organizations are not good at managing inventory. So, why is Lora writing this post?
Jeff Flowers and Joe Lynch discuss why inventory is everything. Quickly moving towards his true passion of operations, Jeff spent 2006-2016 in various roles with the nation’s largest building products Distributor, BlueLinx. Key Takeaways: Inventory is Everything. About Jeff Flowers.
I was moving from a position where I led a manufacturing operation to being a part of a team to design supplychainsoftware to improve planning decisions. I was moving from the world of manufacturing to a new world of software. When I went through the training to learn the new software, I struggled.
Many companies talk about SupplyChain Excellence, but most leaders struggle to define it. One supplychain leader, in a discussion last week, likened supplychain excellence to fitness. He felt that supplychain excellence was analogous. As a goal, it is easier to say than to define.
At SupplyChain Insights, we have been actively working in our own mine sweeping project. The company was then assigned to one of 37 peer groups based on the SupplyChains to Admire methodology. Does SupplyChain Planning Drive Value? Mine sweeping is essential to warfare.
In December 2006, I published an article titled “ S&OP or just good supplychain planning ?” There have been significant advances in both technology and supplychain thinking over the past decade. Responding effectively to shortages and surpluses in the supplychain.
The SupplyChain Index is the rate of supplychain improvement. Therefore, a company like BASF with a mature supplychain ranks 25 out of 30 for the post-recession period of 2010-2016. As shown in Figure 1, the company has been unable to maintain balance on the portfolio of cost and inventory.
Over the last two decades the company successfully leveraged global scale to define supplychain leadership. With 12,000 supplychain employees operating in 80 countries with 2400 storage facilities, supplychain excellence and innovation are the foundation of corporate performance. BASF creates chemistry.
Tomorrow, I present the SupplyChains To Admire 2015 Analysis at the SupplyChain Insights Global Summit in Scottsdale, AZ. The theme is “Imagine the SupplyChain of 2025.” At the event, we will also announce the winners of the SupplyChains to Admire methodology for 2015.
As supplychain clichés take flight, clients struggle with execution. One of these concepts that I hear a lot; but see few tangible examples, is the idea of “customer-segmented supplychain.” The discussion of customer-segmented supplychains happens often. How do they buy from you?”
The only loser in our index for the week was software firm Kinaxsis, down just 0.3%. CDC/TradeBeam Cognizant Techn Compliance Netw Cornerstone Sol DiCentral Dow Jones E2Open EnVista Epicor Hempstead Consu IBM/ILOG IHS iSuppli Infor Infosys Inside ERP INSIGHT, Inc.
If you want to gain more supplychain analytics knowledge, you’re in the right place. We’ve compiled a list of 10 great supplychain analytics books to help you better understand the concepts and strategies behind this vital business field.
Financial balance sheet improvements cannot be driven by traditional supplychain processes. In the words of a supplychain leader yesterday, “Lora, please give me stories of success. When I first met Nick, he was driving a supplychain transformation at VTech Communications. Inventory Turns.
Here’s the supplychain conferences we love and will be attending. Gartner SupplyChain Executive Conference. Kinaxis is pleased to be a Premier Sponsor and participate in panel discussion of the 2014 EMEA Gartner SupplyChain Executive Conference. SupplyChain Insights Global Summit.
Topping the winners for the week was software firm Oracle, up 5.1%, followed by carrier XPO Logistics, which rose 4.1%. The biggest losers for the week were software firm Descartes Systems, down 11.8%, and RFID firm Impinj, off 0.6%.
Jassy called generative AI a “once-in-a-lifetime” technology that will change the way the company operates, and said Amazon is already using it in “virtually every corner of the company,” calling out the supplychain areas of inventory and demand planning as examples. FedEx Cuts CO2.
To drive global scale, companies need to design the supplychain to buy globally and execute locally. The design of the supplychain is fundamental to making this happen. In our interview of the SupplyChains to Admire Winners, we found a unique approach at Carter’s. SupplyChain Index.
Driving Improvements in SupplyChain Excellence. He felt strongly that supplychain leaders knew how to drive supplychain excellence and needed a forum– or maybe two or three depending on the business model– to help them network and refine their approaches. John and I held differing beliefs.
Each year at SupplyChain Insights we study performance and improvement of companies in each industry. Note that neither company is making progress at the intersection of operating margin and inventory turns. The level of performance in 2015 is the same as 2006. Understanding What Drives SupplyChain Excellence.
In the process of compiling the SupplyChains to Admire report for last year’s SupplyChain Insights Global Summit , the research team at SupplyChain Insights calculated the rate of supplychain improvement of companies by industry for the period of 2006-2013 and 2009-2013.
The average manufacturing company’s supplychain organization is 15 years old. Historically, the traditional supplychain focused on improving costs. Today, more mature supplychain teams focus on delivering value. To help, in this post, we provide you with some insights for the period of 2006-2015.
Supplychain leaders are competitive. The field of supplychain management–combining source, make and deliver–into a common process started in 1982. Now in 2018, we are starting to see the evolution of “Gods” with new business models that are redefining supplychain processes.
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