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Kristina is the Director of Operations at Bettaway, a privately held, family-owned SupplyChain Services company headquartered in South Plainfield, New Jersey. About Bettaway Bettaway is a privately held, family-owned SupplyChain Services company headquartered in South Plainfield, New Jersey. Bettaway West, Inc.:
In my day-to-day work in supplychain management, I find more encounter more opinions than facts. …most discussions are fueled by over-zealous and self-serving marketing programs. Downsizing inventories over the past decade crippled the response.” Days of Inventory Peer Group Across Time Periods. Reflection.
Seventy-one percent of the surface of our “blue planet” is covered by oceans which is also reflected in the fact that 80% of goods are moved via sea transportation within the global supplychain [1]. Marine optimization technologies help address all these issues. Operational Considerations. Cargo transfer requirements.
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.
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.
About Glenn Gooding Glenn Gooding , a veteran of the small parcel supplychain, brings 39 years of industry expertise to iDrive Logistics. Founded in 2008 by small parcel industry leaders, the company provides shipping and fulfillment solutions for top ecommerce brands and 3PL fulfillment warehouses.
Supplychains are particularly vulnerable during recessions. Consequently, it is imperative to develop a recession-proof supplychain to make them more resilient and adaptable. A resilient supplychain is one that can absorb shocks and continue functioning with minimal disruption.
by John Westerveld Over the years, working for and with numerous manufacturing companies, I’ve seen many supplychain practices that cost companies money. Reason #3 Not having end-to-end supplychain visibility. Reason #4 Making key decisions by modelling the supplychain in Excel.
I am speaking this morning at the Terra Technology conference and doing a book signing of my new book, SupplyChain Metrics That Matter. The world of supplychain is active on my iPhone. In parallel, I have been hard at work on a report on multi-tier inventory optimization for the last two weeks.
Gaurav is the Founder and CEO of Velostics , a logistics Software-as-a-Service (SaaS) company specializing in unified scheduling of appointments, dock and yard management and digitizing the gate in/out process for shippers.
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.
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.
Gaurav is the Founder and CEO of Velostics , a logistics Software-as-a-Service (SaaS) company specializing in unified scheduling of appointments, dock and yard management and digitizing the gate in/out process for shippers. Gaurav Khandelwal and Joe Lynch discuss cash flow boost: 3 way scheduling for reducing holding costs.
Managing consumer packaged goods inventory is challenging at the best of times, and it can be debilitating during times of local or international disruption. An advanced inventory planning and optimization solution allows these companies to set and maintain precise stock targets across a global network. Reductions in Profit Growth.
by Alexa Cheater 6 speed bumps on the road to automotive supplychain success. A trending move from regional to global supplychain processes is adding complexity to the automotive supplychain at an unprecedented level, driving a growing need for automation and collaboration. Multiple ERPs.
Discontinuing products is a struggle with tension between supplychain and marketing functions. The lack of product rationalization results in the long tail of the supplychain with increasing complexity. Lumpy demand for product with low volume requires a supplychain redesign. The reason? The result?
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?”
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.
The Federal Reserve has put the brakes on spending in the US in a bid to control inflation, raising the prospect of a recession that could be more prolonged than the painful economic downturn that followed the financial crisis of 2008.
Subscribe to SupplyChain Game Changer. Digital SupplyChain Overview! Digital SupplyChain evolve article and permission to publish here provided by Megan R. People often position the digital supplychain as essential for helping today’s businesses succeed. Email Address.
Will the supplychain ever catch a break? With every link of the supplychain impacting businesses both large and small, keeping up with the globally disrupted supplychain evolution is a recipe for whiplash. Raw Material Shortages Are Affecting a Challenged SupplyChain.
Blockchain technology is revolutionizing the way businesses manage their supplychains. By providing a secure and transparent way to track products from their origin to their final destination, blockchain for supplychain can help increase efficiency, reduce costs, and improve trust between suppliers and customers.
Reimagining the Food SupplyChain with Eric Ristow and Luis Pajares. Eric Ristow , Luis Pajares , and Joe Lynch discuss reimagining the food supplychain. In this role, he ensures custom-built software, as well as SaaS applications, meet the needs of Lineage’s customers. About Eric Ristow.
Reimagining the Food SupplyChain with Eric Ristow and Luis Pajares. Eric Ristow , Luis Pajares , and Joe Lynch discuss reimagining the food supplychain. In this role, he ensures custom-built software, as well as SaaS applications, meet the needs of Lineage’s customers. About Eric Ristow.
Managing inventory effectively is a constant challenge for businesses. Balancing supply and demand requires careful planning and the ability to adapt to changing market conditions, especially when considering the bullwhip effect in supplychain management. During this same period, inventories are also increasing.
In the past, supplychain professionals are trained to handle the service issues through a planning of inventory , service level and after-sales operations. From the information technology perspective, Customer Relationship Management (CRM) get the highest attention. However, the origin of CRM is pretty unclear.
It starts back in 2008. There are likely multiple factors for the rise: More PPE started moving by ocean as supplychains stabilised. Businesses whose inventories ran down slowly since March started restocking. And unlike ship building, which would mean huge supplychain bullwhips, containers are relatively agile.
The value of peer-to-peer learning and networking was evident at last month’s Ryder Innovate conference — “an exclusive gathering of senior leaders in transportation, logistics, and supplychain seeking strategic insight, new ideas, and thought leadership to improve their supplychain and fleet operations.”
It starts back in 2008. . There are likely multiple factors for the rise: More PPE started moving by ocean as supplychains stabilized. Businesses whose inventories ran down slowly since March started restocking. And unlike ship building, which would mean huge supplychain bullwhips, containers are relatively agile.
The premise of the Christensen’s book is that when companies focus on current customer needs, they fail to adopt new technologies or business models that will meet the customer’s unstated or future needs. I think that IBM, HP, Microsoft, Oracle, SAP and Teradata are victims today in the information technology sector.
I thought I understood all the major supplychain implications of the pandemic until I began reading Yossi Sheffi’s new book The New (Ab)Normal: Reshaping Business and SupplyChain Strategy beyond Covid-19. The potential supplychain impacts of this conflict dwarf any other supplychain news that might be reported.
Sales and Operations Maturity Model from 2005-2008. However, this mature team found the technology insufficient. Despite the deployment of what is considered to be the most mature technologies by the organization, the most important processes–allocation and Available to Promise (ATP)–are largely manual. Measure it.
Warehouse automation stats show that automation is making a big impact on warehouses and distribution centers. There are many driving forces behind the automation trend, from rising labor costs to rapid growth in ecommerce sales and a growing demand for rapid order fulfillment , such as two-day and even same-day delivery.
Supplychain leaders are bracing for impact. When the recession of 2008 hit, many would not have guessed the industry would survive. It wasn’t just the upholstered furniture industry that turned to the FTZ program during the 2008 recession. One of the chief difficulties of managing an FTZ is inventory control.
Back in 2008, just before the U.S. When mapping a supplychain, I would always put a big red circle around the warehouse. In lean consulting, you would often find excess inventory, rework, over processing and other wasteful practices inside a warehouse. Exel (DHL SupplyChain). Times have changed!
The evolution to using artificial intelligence and machines that learn in supplychain planning is inevitable. In fact, there are early examples of the potential of AI to improve both supplychain planner efficiencies and provide better or optimized supplychain decisions. And if so what's involved?
Restaurants, bars find suppliers’ inventories are running dry. Amazon has announced that it plans to develop new technology for its autonomous delivery vehicles in Helsinki, Finland. The engineers will begin by developing 3D software to emulate the “complexities of real life.” Descartes acquires GreenMile.
They will soon change your supplychain. Designed in the 1960s when a Megabyte (MB) of disk storage cost the same as a Terabyte (TB) does today, relational databases form the basis of today’s supplychain systems and IT architectures. Doug named the software after his son’s favorite pet elephant shown here.)
is bringing a piece of its supply-chain operations in-house as the company reviews broader operations and management of its distribution.” In other words, while cost and service improvements were the main driving forces to outsourcing in the past, access to technology and business intelligence are now equally (if not more) important.
But for anyone harking back to the last major recession in 2008, the stakes are far different this time around for consumers and retailers.”[4] ”[4] On a more positive note, Lacy points out that retailers are better equipped to deal with a downturn than they were in 2008. The reason, she explains, is digital technology.
Dan Gilmore at SupplyChain Digest has some interesting survey numbers that may light a fire under some demand planning teams. The demand planner is a critical role in any supplychain—these people can commit a company to millions of dollars in inventory or capacity. Is Demand Planning just a stepping stone?
Google did not acquire a third-party logistics (3PL) company or a logistics software vendor. And more companies are treating SupplyChain Design as a continuous business process instead of a standalone project or a once-a-year exercise (see SupplyChain Design: Growing Scope, Community, and Collaboration ).
Venture capital (VC) investor, columnist and educator Brian Aoaeh is part of the new generation of investors who are unlocking the opportunities in supplychain. Steeped in the investment world since 2008, Brian decided very early on to focus on supplychain and operations investment. That stayed with me.
Dan Gilmore at SupplyChain Digest has some interesting survey numbers that may light a fire under some demand planning teams. The demand planner is a critical role in any supplychain—these people can commit a company to millions of dollars in inventory or capacity. Is Demand Planning just a stepping stone?
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