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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.
Improved margins Today, many manufacturers are producing excess inventory to buffer against demand complexity — but there are both high capital investments and high operating costs associated with this strategy. Transportation optimization One of the most feared words in the transportation realm is “expedite.”
In the immediate, companies are stockpiling products , moving warehouses, and updating production schedules to keep costs as low as possible. Teams from supply planning all the way to warehouse management and transportation must share the same data. Transportation is not an immediate consideration when the topic of tariffs comes up.
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.”
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-source strategies. The result was a shift and acceleration towards nearshoring, reshoring, and source diversification.
Our commitment to innovation, excellence, and customer satisfaction has gotten us recognized in Warehouse Management Systems (WMS), Transportation Management Systems (TMS), and Supply Chain Planning (SCP) analyst evaluations. We were able to make better decisions via automation, while also eliminating days of manual effort.
Our platform encompasses Transportation, Warehouse and Order Management, supports an n-tier network for visibility and collaboration with customers, suppliers and carriers alike and provides next generation planning capabilities from detailed Scheduling to strategic processes like IBP and network design.
Todays supply chains span thousands of miles, cross continents and oceans, rely on multiple modes of transportation, and involve many supplier tiers. Advanced digital software, enabled by artificial intelligence (AI) like the Blue Yonder Transportation Management solution are purpose-built to address the top causes of shipping delays.
About 30% believe AI significantly boosts productivity and cutscosts. By implementing advanced forecasting and production sequencing powered by AI, Swire Coca-Cola reduced production changeovers by 5.2%, decreased changeover times by 6%, and significantly improved market responsiveness.
We proudly announce that Blue Yonder has been named a Leader in the 2025 Gartner Magic Quadrant for Transportation Management Systems (TMS) report 1 for the 14th consecutive year 2. Blue Yonders achievements are deeply rooted in our transportation management solutions and the Blue Yonder Platform.
Logistics Ops Agent , which is an intelligent analyst that provides deep, actionable insights into your transportation plans to unlock hidden bottom-line improvements. Duncan Angove, Blue Yonder CEO Our products help customers reduce waste and emissions every day. But there was a gap that needed filling.
Puneet Saxena, Corporate Vice President, Global 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 annual event, that facilitates sharing ideas on supply chain innovations, has been a draw amongst our customers.
They must find faster, more efficient strategies to surgically and profitably match supply with fluctuating demand and ensure operational excellence across their value chain. Did we mention inflation and rising cost pressures? Today, life sciences companies face an entirely new competitive landscape.
Concerns that may have seemed specific to the warehouse extend to transportation and logistics. A task that would have taken days, or even months, was cut down exponentially. But everyone wanted to reduce the impact of labor shortages on their supply chain. But in the long-term, turnover costs companies more than it helps.
With this latest Gartner Magic Quadrant for Warehouse Management Systems, Blue Yonder is one of only two evaluated companies recognized as a Leader in the three Gartner Magic Quadrant reports covering Supply Chain Planning, Transportation Management Systems, and Warehouse Management Systems 3.
Food, apparel, textiles, packaging materials and other consumer products not only cause environmental impacts as theyre produced and transported, but they often end up in landfills. There are a number of practical actions fashion retailers are already taking to reduce returns. In the United States alone, every year 2.6 In 2022, 9.5
In a mainstage session at the Symposium—“PepsiCo’s Control Tower Strategy—Innovating E2E Process Flows”—Raphael Cyjon, Vice President of Strategy and Transformation, Transportation & Fleet, discussed the success PepsiCo has achieved with Blue Yonder Supply Chain Command Center.
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.
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.
In the age of Amazon, consumers want customized fulfillment and delivery options, with fast service at a low cost. They need to monitor changing conditions in real time — like freight rates, carrier and warehouse space availability, and order volatility — and always make decisions that balance service and costs.
Our strategy of supporting our customers on a “composable journey” aims to streamline technology deployment and tailor capabilities to meet each manufacturer’s unique business requirements. Blue Yonder APS capabilities are purpose-built to smooth and balance production, maximizing cost control, asset utilization and customer service.
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. A supply chain goes deeper than just buyers and sellers within a transaction.
Supply chain networks At the most fundamental level, organizations must communicate with everyone from manufacturing and warehousing to transportation partners, freight forwarders, distributors, retailers, and others. So, what is the solution? First of all, there have to be benefits for all participants.
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.
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.
Adapting intelligently to the specific circumstances of each return enables significant costreductions, and can make the end-to-end process much simpler, ensuring that more returned goods end up resold. The post 5 Steps for Retailers to Optimize Marketplace Returns and Protect Their Brand appeared first on Supply Chain Nation.
The cost of the tariffs for U.S. He also eliminated many of Bidens tax credits created to incentivize EV buyers. World automotive leaders are approaching this challenge in different ways: BYD is revising its European strategy to produce PHEVs (plug-in hybrid EVs) alongside EVs at new facilities. And the costs are high.
Theyll be looking for new suppliers, exploring new network models, mapping new trade routes, and identifying new transportation modes and partners. Rates and costs may skyrocket as supplier networks shift. Lets say new tariff documentation, or a route change to avoid tariffs, causes a transportation delay.
Amid this volatility, its increasingly difficult to predict finished vehicle logistics demand, let alone optimize logistics for cost and service. In a more stable market environment, OEMs and their transportation providers might have had a more distant relationship, centered on rate negotiation.
Managing yard and warehouse operations has long been one of the thornier aspects of transportation logistics. 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.
With high processing, sorting, and restocking costs and ever-rising return rates, it’s clear that returns are implicated in many of the challenges that retailers face today. The key is implementing an efficient returns strategy that ties into the business’s wider goals. The Returns Owner A strategy without an owner is unlikely to work.
Driving down costs across the supply chain is a key goal for third-party logistics (3PL) businesses, particularly during inflationary pressure and labor market shortages. Sophisticated returns processes provide LSPs with immediate cost-saving benefits by freeing staff time, reducingtransportationcosts, and boosting warehouse efficiency.
Here are the trends our Blue Yonder Industry Strategy team sees for the upcoming quarter: Supply Chain and Technology Supply chains will remain volatile with escalating disruptions as a result of extreme weather effects and unrest across the globe. Speak to one of our Industry Strategy leaders today! Reach out at blueyonder.com.
Recent studies have shown that transportation is the single largest source of greenhouse gas emissions in the United States. Department of Energy calculated that CO2 emissions from transportation surpassed two billion metric tons ; it’s hard to imagine what that number looks like today. In 2007, the U.S.
Automation: The Proactive Force in Logistics Resilience In a survey of 600 C-suite and senior executives worldwide , 84% of logistics leaders face persistent supply chain disruptions — from material shortages to transportation bottlenecks.
Each return adds to carbon emissions through extra transportation, leads to packaging waste, and contributes to landfill if an item cannot be resold – which the EU aims to ban in new landfill laws. alone, the carbon dioxide cost of returns is equivalent to the output of 3 million cars. In the U.S.
Recently, Ronald van Dodewaard , Vice President Logistics at Outokumpu shared his thoughts on the company’s work with integrating sustainability into their transportation functions, including how Blue Yonder’s Transportation Management System (TMS) has enabled them to develop a more environmentally-friendly transportation program.
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.
Nucleus Research recently published its TMS Technology Value Matrix 2024 , which provides an overview of the current market for Transportation Management Systems (TMS), while also assessing the software providers in this space. Brennan cited Blue Yonder’s integrated platform approach to transportation management.
This blog was co-written by Chirag Modi , Corporate Vice President, Industry Strategy – Supply Chain Execution and 3PL Global Lead, and Jen McQuiston , Product Marketing Director. Traffic has been dramatically reduced due to restrictions that are expected to last for the next 10 months.
DSV acquired two major transport and logistics companies in 2023. In 2024, RXO acquired Coyote Logistics, a move that makes RXO the third-largest provider of brokered transportation in North America. companies seek to reduce dependence on Chinese suppliers. Those are just the bigger names.
On the other hand, the usual daunting cost control challenges are intensified by increasingly complex supply chains that are still recovering from residual post-pandemic factors. So, what’s the best inventory and workforce strategy for lining up opportunities and dodging cost pitfalls through the 2023 holiday season?
As a report sponsor, we were honored to participate in an in-person event hosted by the MIT Center for Transportation and Logistics and CSCMP, the report authors. There was an open discussion raised by a participant about the role of individuals as consumers to align habits, behaviors and actions in support of reducing waste.
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