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Companies importing and exporting goods, be it finished retail products, manufacturing components or materials, now face substantial cost and price pressures that squeeze margins and force difficult pricing, sourcing, operations and distribution decisions. The result?
The traditional metrics of excellence cost efficiency, on-time delivery while still important, are no longer sufficient in an era defined by volatility, complexity and political changes. This approach has enabled some organizations to reduce inventory by significant amounts while actually improving service levels.
A rise in nearshoring and away from single-source dependency The pandemic was a wake-up call that exposed the fragility of globally interconnected supply chains and the risks of over-reliance on distant suppliers and single-sourcestrategies. 3 long term changes to the supply chain 1.
Leaders in logistics today: there are pressures to reduce labor costs, exceed service levels, balance inventory in the right locations to match demand, collaborate with suppliers and carriers, and connect all your decisions among your operations. Waste increases your cost and reduces first time quality and your customers’ trust.”
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.
Across its nearly 200 markets, HEINEKEN needs to use a common data source and planning platform, apply the same standardized processes, ensure the same analytic rigor and achieve consistent financial results. They explored how AI can improve forecasting and decision-making, reducing inventory and lead times.
Generative AI: a reinvention of the wheel Blue Yonders aim has always been to offer a best-in-class, end-to-end platform, and this proposition is not only being aided by recent acquisitions, but through a concerted strategy to leverage generative AI. Interested in where you can meet with Blue Yonder?
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.
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.
For us, this recognition underscores our unwavering commitment to delivering cutting-edge solutions that drive efficiency and innovation in warehouse management. Kimberly-Clark leveraged Blue Yonder Transportation Management to achieve significant freight costreductions and operational efficiencies.
They need to offer low-cost or free shipping and returns, while also protecting margins. For LSPs managing multi-client warehouses, misaligned or unbalanced inventory can lead to higher operations costs, fulfillment delays and missed service targets. They must track inventory, orders and returns in real time, at all times.
Here are the key insights from this gathering of minds, highlighting strategies for navigating complexities and enhancing operational resilience. A significant point of concern is the dependency on single-sourced components, which poses considerable risks. The recent LogiMed conference in Carlsbad, Calif.,
Real-time insights and predictive analytics further empower companies to make proactive decisions, reducingcosts and enhancing service levels. ICON 2025 ICON 2025 is a premier event for supply chain professionals and offers a platform to explore the latest innovations and strategies in the industry.
Our WMS solutions have transformed supply chain operations, significantly reducing order processing times and optimizing warehouse resource utilization. Our solutions streamline logistics processes, resulting in improved productivity and reduced operational costs game-changers for distribution networks.
Based on an increasingly omni-channel world, these systems are challenged to handle the combination of downstream demand variability, upstream supplier variability, and the risk that comes with leveraging global sourcing and supply chain strategies.
We believe this recognition highlights the Completeness of our Vision and our Ability to Execute by providing cutting-edge technology to address the complex and evolving needs of our customers. Learn how Bayer is reducing Global Transportation costs by 4% across 70+ countries. Read more about Arcadia Colds journey.
And how do you create a self-learning, self-healing environment in which change informs both future plans so they’re more feasibly constrained, and future execution to reduce firefighting? With user-specific context, network-wide awareness enables detection of meaningful change, reducing latency in generating insights.
Digital solutions are equally valuable in optimizing service, costs, sustainability and other outcomes during this slightly less wonderful time of the year. But now retailers and manufacturers with direct-to-consumer (D2C) capabilities need to fulfil those orders as quickly, efficiently and cost-effectively as possible.
As volatility rises and economic concerns expand, todays supply chains face a new reality: every decision must be faster, smarter, and more cost-effective than the last. Margin pressure Rising labor, material, and shipping costs require intelligent, end-to-end efficiencynot just patchwork fixes.
The Trump administration has introduced a 25% tariff on steel and aluminum imports, a 10% tariff on Chinese goods, and additional duties aimed at the European Union, India and Japan under a “reciprocal tariff” strategy. If enacted, these tariffs could increase the cost of new vehicle models by $4,000 to $10,000.
For example, with 40% of manufacturers planning to increase their domestic sourcing , LSPs will see shifts in transportation and warehousing that might create excess capacity in some regions, while stretching capacity in others. Rates and costs may skyrocket as supplier networks shift. The solution?
Yards are a choke point between transportation and warehousing — and wherever you have choke points, you have a higher risk of inefficiencies that drive up labor costs, detention fees and delivery commitments. A recent conversation with a major distributor of consumer beverages encapsulated many of the most common issues. They aren’t.
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.
The case of this tech retailer, The Source , shows why. Manual Analysis No Longer Cuts It The Source produces more than $400 million in annual revenue across more than 300 retail locations and online. The Source sells low-frequency purchases such as TVs, fast-moving convenience items such as chargers and everything in between.
In Part I of my Supply Chain Strategy series, I explained why the five tenets of High-Performing Supply Chains remain a great starting point to build your supply chain strategy. Costreduction pressure. Can you consciously differentiate cost of delivery for certain products? Frequent product portfolio changes.
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? The most common one is the rise in complexity.
Recent studies have shown that transportation is the single largest source of greenhouse gas emissions in the United States. Using a modern transportation management tool that fuses flexibility into distribution networks is effective in creating cleaner, smarter transportation strategies. In 2007, the U.S.
In Part I of my Supply Chain Strategy series, I explained why the five tenets of High-Performing Supply Chains remain a great starting point to build your supply chain strategy. Efficient Production at the lowest cost is the main concern of the plant manager. In Stage 4, supply chain becomes a source of competitive advantage.
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.
At the turn of the century, this process started with the establishment of long, low-cost supply chains that remain the foundation of most manufacturing and retail business operations to this day. For example, calculating carbon output and fuel cost savings of transport options, including not just the route but the vehicle itself.
Blue Yonder’s Shri Hariharan , CVP, Industry Strategy, was joined by other report sponsors including: Delma Ramirez, Principal, Sustainability & ESG, at Avetta; Rachel Schwalbach, VP, ESG, C.H. where the various parts were sourced, what are they made of, etc.) This shows that sustainability concerns are only growing.
In addition, traditional returns methods offer no control or visibility over which items are coming back or why customers are returning items – leaving no room for processing efficiency or strategic improvements to reduce return rates.
At the same time, this investment should support strategy, increase shareholder value, improve customer experience, help achieve sustainability goals, improve planner experience, enable global collaboration, reduce IT costs, provide a fast ROI … and the list goes on.
During the session, I spoke with two logistics and technologic experts from Blue Yonder: Fab Brasca, GVP, Global Solutions, and Raj Patel, Senior Director of 3PL Global Industry Strategy. The second highlight is the emphasis on identifying sustainable upstream operations in material sourcing, suppliers, and manufacturing.
The success of Carlsberg’s overall sustainability strategy will largely be driven by optimizing this transportation process. Nearly all strategies put forward by organizations, including Carlsberg, come with a 2030 or 2040 asterisk. Connected Automation Automation is pivotal in addressing the speed aspect of sustainability goals.
This shift has drastically reduced the uncertainties involved in meeting up. The role of uncertainty in consumer experience Consumer expectations have evolved, and reducing uncertainty is key to meeting them. In logistics, this principle of reducing uncertainty is still underutilized.
The wholesale distribution business model has always been a challenging one, characterized by large product inventories, multiple trading partners, high transaction volumes, and cost-intensive logistics. But today’s omni-channel sales environment has created even bigger challenges. Suboptimal allocation due to disrupted supply and demand.
In a market as tight as this, every cent counts, and research shows that wholesale distributors and manufacturers who successfully blend digital enablement with a customer-centric strategy that maintains a human touch are growing at double the rate of their competitors. The choices are no longer “either/or”. Now, it’s “yes/and”.
Tier 1 suppliers, in particular, are being squeezed by increasing material costs, supply chain disruptions and rising transportation costs. While the latter OEM contingent have been able to raise prices, Tier 1 suppliers have had to absorb most of the costs. Invest During the Downturn.
Along their journey they provide feedback, which with industry and technological advancements, backs our ongoing innovation strategy. Constant Focus on Benefits Achieved Our TMS helps customers gain holistic benefits in customer service, sustainability, cost-to-serve, resource retention, and more.
In this blog post, we dive into the cutting-edge innovation happening at Blue Yonder to reshape the supply chain planning technology landscape. This single source of data is leveraged across all planning solutions, making it faster and easier to bring together disparate factors into centralized decisioning and action.
I recently read that between 1940 and the new millennium, the introduction of the earliest incubator and subsequent innovation has contributed to an estimated 75% reduction in infant mortality globally. The user manuals too were hard to decode locally, let alone the cost of original equipment spare parts and repair know-how.
While this past decade has elevated climate change into a mainstream concern, the future is likely to exert even more pressure for companies to transform their operations to dramatically lower waste and reduce hazardous emissions. Yet the future of planning holds the promise of reducing this type of waste. We hope to see you online!
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