Supply Chain Shaman
MARCH 9, 2021
This post focuses on my failure to use design thinking to spark innovation with supply chain teams and my lessons learned. My first training in 2012 was with Ideo. Today, six years later, I reflect on the gaps of the methodology as it applies to supply chain innovation. For many companies, this is a gap. Let me explain why.
Talking Logistics
NOVEMBER 3, 2014
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 supply chain seeking strategic insight, new ideas, and thought leadership to improve their supply chain and fleet operations.”
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Supply Chain Shaman
SEPTEMBER 5, 2022
IBM, in contrast, purchased over fifteen supply chain acquisitions but drove little innovation. I tell technology leaders, that IBM is the company where innovations go to die. Software mergers & acquisitions also slowed innovation. The technology roll-ups of INFOR, JDA (now BlueYonder), and E2open slowed innovation.
RFgen
OCTOBER 19, 2015
Innovation is now standard. The price of innovation can be high, though, and supply chain logistics must account for products rapidly introduced into procedures. Innovative products and campaigns. The idea began in 2012 in the U.S. Food manufacturers create new products based on audience input.
RFgen
OCTOBER 19, 2015
Innovation is now standard. The price of innovation can be high, though, and supply chain logistics must account for products rapidly introduced into procedures. Innovative products and campaigns. The idea began in 2012 in the U.S. Food manufacturers create new products based on audience input.
Supply Chain Shaman
JUNE 7, 2021
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.
SCM Research
SEPTEMBER 12, 2017
Herein, the author argues that functional products require a physically efficient supply chain strategy, whereas innovative products require a market-responsive supply chain strategy. Fisher’s framework finds empirical support: Wagner et al. Fisher’s framework finds empirical support: Wagner et al.
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