Remove Automotive Remove Examples Remove Innovation Remove Metrics
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How Automotive Companies Are Transforming Their Supply Chains, Part 1

BlueYonder

In a series of blog articles, the Product/Solutions Marketing team explores new business challenges and innovation solutions to change the game and manage disruptions. I have not seen that in the past 25 years being in the automotive industry. Terence: Are automotive companies doing something about these disruptions?

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How Automotive Companies Are Transforming Their Supply Chains, Part 2

BlueYonder

In a series of blog articles, the Product/Solutions Marketing team explores new business challenges and innovation solutions to change the game and manage disruptions. In this Part 2 blog post, we will continue to explore how automotive manufacturers are carrying out effective supply chain initiatives and their innovative solutions.

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Why the automotive aftermarket spare parts supply chain is such a complex problem

The Network Effect

Aftermarket parts inventories must be made available at the right time in the right quantities in the right mix at the right location within a supply network in order to provide targeted levels of after-sales services at targeted cost levels while being able to guarantee the achievement of customer service metrics. Want to learn more?

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Looking Beyond Red Arrows

Supply Chain Shaman

It is hard work to maintain the status quo in metrics performance. A balanced portfolio of metrics delivers the greatest value. While companies need ERP as a system of record for transactional processing, it is not the future of supply chain analytics or innovation. Admitting this truth is a freeing moment. Many fail.

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Measuring Up?

Supply Chain Shaman

The supply chain is a complex system with finite, and non-linear relationships between supply chain metrics that drive balance sheet results. We find that companies can improve one, but not two of the metrics. Teams struggle to drive improvement in both metrics at the same time. A Look at History. Resiliency.

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Tata Steel Europe’s Connected Planning Journey

Logistics Viewpoints

We don’t spend just to innovate,” Mr. Lassen said, “we need to create business value.”. They produce a wide range of products for the automotive, construction, engineering, and packaging industries. But then executives may ask for higher sales or margins, or lower stock if key financial metrics are not being met.

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Establishing Procurement as a Competitive Advantage

ivalua

Most leaders seem to track their progress with metrics such as percent of spend managed and digitization levels, defining best-in-class as being the top quartile or similar high percentage. This is where helping organizations innovate, ensuring business agility and even growing revenue comes into play. Plan to avoid those.