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Unfortunately, the pressure to meet demand often leads to reactive strategies that can damage brand reputation and bottom line. By anticipating and accounting for peak seasons, you can shift from a reactive to a proactive approach, helping you meet omni-channel demands while balancing speed and cost during high-pressure times.
Tariffs are designed to protect domestic industries, but they also pose challenges for industrial manufacturers, including higher costs, supply chain disruptions and market volatility. Tariffs on these imports raise material costs, squeezing profit margins unless businesses pass these costs on to consumers.
The right planning and scheduling decisions can be made in seconds, powered by AI, based on achieving predefined cost, service, utilization, sustainability and other targets. The customer reports there are no additional costs caused by last-minute rescheduling, since the Blue Yonder solution supports fact-based, profitable decisions.
About 30% believe AI significantly boosts productivity and cutscosts. Businesses across APAC are gradually adopting AI and noticing clear benefits: Real-time visibility and better forecasting AI consolidates data from procurement, inventory, logistics, and fulfillment into one real-time view.
Meanwhile, suppliers like Lear, Dana, Magna International, and BorgWarner have announced layoffs, factory closures, and spending reductions in recent months. If tariffs remain in place for six months, greater than 50% of suppliers indicated they would cut or delay investments. and Automakers could face a loss of up to 3.2 million U.S.
Many virtual attendees were also present, with representatives from across logistics, procurement, manufacturing, IT and sustainability not only learning from the esteemed speakers presenting, but also sharing their expertise and experiences. Interested in where you can meet with Blue Yonder?
The key deciders of “how” are: accuracy (get it right), speed (get it fast), and efficiency (get it with minimal cost and effort). Regardless of the business model or industry, supply chain planners must evaluate alternatives, calculate costs, and develop a plan of action before the window of opportunity closes. Online orders?
The following are the insights gained from my discussion with Sunil Roy , who leads Blue Yonder’s Industrial Manufacturing Industry Strategy, during a recent Blue Yonder Live and executive customer events that we prepared for jointly. How would manufacturers reduce working capital? At the same time, the companies need to procure items.
To stay competitive, automotive companies must adopt this approach, continuously delivering cutting-edge features and functionalities. This results in longer lead times, reduced fulfillment levels, and declines in quality standards and customer satisfaction.
Building strategic relationships, enhancing collaboration with logistics providers or 3PLs, and internalizing 3PL/4PL functions to gain more control over logistics operations are all strategies that contribute to supply chain resilience. These issues are further compounded by heightened customer expectations and increased market volatility.
Geopolitical tensions, rising fuel costs, driver shortages, blocked shipping lanes and frequent supply chain disruptions make it tough to achieve reliable on-time delivery amid this complexity. While these kinds of events are hard to predict and impossible to eliminate, modern transportation management system (TMS) solutions can help.
Examples of shared metrics include customer service levels, inventory turns, sell-through forecast accuracy, total landed cost, and overall profitability of the business. System-wide inventory strategies. This helps reduce the working capital needs and free-up cash to drive profitable growth. Customer centricity. Agile systems.
This blog is based on an article that recently ran in the Journal of Supply Chain Management, Logistics & Procurement, “ Supply chain agility: An imperative in an unpredictable world.”. Fifty-two percent of respondents are working on individual digital projects but lack an overarching strategy that links all these efforts.
Shipping freight and the costs that come with it are often seen as fixed. And in today’s market with rising demand comes astronomical costs, making it even more difficult for shippers to find an affordable solution. The Problem with the Status-Quo. Seek Better Rates with Dynamic Price Discovery. Automate supply and demand coordination.
Are those designing your launch vehicle (network design, factory planning) communicating directly with flight planners (transportation planning) on projected transportation time and cost impacts of various network layout and materials sourcing options? Reduce network inventory by 15%-40%. Reduce transportation expenses by 10%-30%.
Impact: This is resulting in procurement teams scrambling to find new supply sources, while engineers are looking for substitutions alternatives, and other company leaders are figuring out how to bring more in-house for a vertical integrated approach. Investments in Transportation solutions is imperative. Foreign trade policies are weakening.
Strategic relationships, improved collaboration with logistics providers, and the possibility of bringing 3PL/4PL in-house to reduce transportation and warehouse costs and gain more control over logistics operations are all strategies to enable supply chain resiliency. This has a substantial impact on their EBITDA margins.
During this time, JDA mirrored this vision of supply chain strategy that fosters competitive advantage and profitable growth based on the five tenets of high-performing supply chains. Today is the right time to take a fresh look at these strategic pillars and to explore their full potential as part of your supply chain strategy.
Using JDA’s Transportation Management System (TMS) , you can minimize spot market cost increases and find cheaper alternatives for uncovered loads. In order to prepare for capacity changes, you need to proactively secure capacity, recognize and reward the more reliable carriers and minimize your exposure. Modeling Suggestions.
And they want free or low-cost shipping. Just about every automaker has been forced to embrace digital solutions that increase real-time visibility, drive out costs and inefficiencies, and fluidly match supply with shifting demand. They want customized and personalized product options.
Ability to scale remains the keystone to holding together retail’s effort to transition its architecture for the modern era that pits cost against customer expectations. However, with innovative strategies, these challenges can be transformed into opportunities. Schedule your strategy call here with a Blue Yonder expert.
In order for logistics, procurement and distribution to align with the general advancements of the industry itself, these critical areas must give in to a more comprehensive transformation. Again, changing supplier is one option, cutting out typically awkward regions or supply routes. It all starts with a bolder approach to planning.
And within organizations, products and/or information flow from planning to procurement to receiving to manufacturing to distribution to logistics. Unfortunately, supporting systems have been built in silos as well – planning systems, procurement systems, manufacturing systems, distribution systems and transportation systems, for example.
One of the factors in that evaluation would also be the freight costs you incurred for that container and any additional costs if you are expediting another shipment. If you were to check the freight invoice, you probably paid four times the cost of the container as compared to last year! Peaking Rates. New Reality.
At our recent customer conference Blue Yonder ICON , we heard first-hand the chronic and new challenges supply chain, logistics, and commerce executives are facing and their strategies and implementations to realize the next visions. This is part 2 of a multiple part series to explore their stories ( read Part 1 ). million loads annually.
They partner with LSPs for organizing specific services around their transportation choices; services such as procuring the transportation, generating documentation, managing bills and invoices, monitoring shipment progress, customs clearance and settlement services. It is a given that this industry lacks capacity discipline.
Puneet Saxena, Corporate Vice President of Manufacturing Industry Strategy at Blue Yonder, kicked off proceedings by welcoming attendees and setting the stage for the speakers and the panel discussion that were to follow. This year, the room was near capacity, and the number of companies represented was at a record level.
A major shift we see is that companies are becoming comfortable in tapping into networks and platform business models to procure space, resources, freight capacity , and more, on an as-needed-basis. The first is the shift in the procurement and operational strategy for shippers.
Developing a strategy to achieve this framework, will however, depend upon the effective design and sequencing of the strategic components while delivering incremental value to the business. Effective management of inventory procurement and replenishment, especially in smaller footprints, will increasingly influence the consumer experience.
This blog is based on an article that recently ran in the Journal of Supply Chain Management, Logistics & Procurement, “ Supply chain agility: An imperative in an unpredictable world.”. In part 1 of the Agility and Resilience in Supply Chain Execution series , we discussed the secret of achieving these very important aspects.
its transportation management and how well it continually procures, plans, executes and monitors freight. By doing so, they can quickly adapt inventory and stocking strategies to address changing market conditions, business objectives and supply chain constraints. Let’s take a closer look at each of these key areas. Network design.
Are those designing your launch vehicle (network design, factory planning) communicating directly with flight planners (transportation planning) on projected transportation time and cost impacts of various network layout and materials sourcing options? Reduce network inventory by 15%-40%. Reduce transportation expenses by 10%-30%.
By analyzing supply chain dynamics, AI-infused systems ensure efficient and sustainable procurement and resource allocation. Fulfill and Transport : In fulfilling and transporting orders, AI-infused systems optimize logistics and delivery routes, ensuring timely and cost-effective delivery.
Are those designing your launch vehicle (network design, factory planning) communicating directly with flight planners (transportation planning) on projected transportation time and cost impacts of various network layout and materials sourcing options? Reduce network inventory by 15%-40%. Reduce transportation expenses by 10%-30%.
In their journey toward transforming their existing transportation and broader supply chain operations, many customers face challenges in substantiating their business case when it comes to crucial pillars such as better capacity allocation, asset optimization, and redefining procurement services. Why there is a need for such service?
By that standard we should tell our transportation operations to grow up, as well, since the recently released JDA Vision 2015 Supply Chain Market Study found that most companies are operating at the lowest level of the transportation maturity curve, leaving significant money on the table from lost opportunities to cut transportation costs.
One CPG manufacturer said that in their experience, air freight can take up to 30 days with high costs. In the mid to long term, companies will be reviewing sourcing strategies as over reliance on longer distance suppliers is leading to higher variability and operating costs.
The TMC merges technology, organization and processes to establish a set of services leveraging the scale and efficiency of consolidated network planning, procurement and unified metrics with the agility of localized execution. Ultimately, what mix of cost, risk and agility will create the greatest value for the organization?
Using JDA’s Transportation Management System (TMS) , you can minimize spot market cost increases and find cheaper alternatives for uncovered loads. In order to prepare for capacity changes, you need to proactively secure capacity, recognize and reward the more reliable carriers and minimize your exposure. Modeling Suggestions.
Manual reporting by planners has been vastly reduced, and they have more control in planning and forecasting processes, introducing greater supply chain agility into scenario planning. McKesson, the oldest and largest healthcare company in the United States, needed to overhaul its procurement function with a redefined supply chain strategy.
Developing a strategy to achieve this framework, will however, depend upon the effective design and sequencing of the strategic components while delivering incremental value to the business. Effective management of inventory procurement and replenishment, especially in smaller footprints, will increasingly influence the consumer experience.
Companies ranked are evaluated on themes such as environmental impact, labor and human rights, ethics, and sustainable procurement. Available for virtually all building types, LEED provides a framework for healthy, highly efficient and cost-saving green buildings. Most offices eliminated single-use plastic and paper items.
Real-time and scalable modeling capabilities, powered by a digital twin, enable visibility and orchestration across the entire value chain, from procurement to transportation and fulfillment. This translates into higher service levels and improved customer satisfaction at a lower cost.”.
Just as port congestion was beginning to clear, companies find themselves facing a new set of challenges , including product and materials shortages, blocked transportation lanes and airspace, and rising fuel costs. What are the rewards of applying these four strategies to maximize your agility and master ongoing volatility?
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