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Case-in-point: my company FourKites will collaborate with 16 other supply chain industry leaders — including BlueYonder, e2open, Oracle, Uber Freight, and JB Hunt, to name a few — as part of the Scheduling Standards Consortium (SSC). Create a facilities “Center of Excellence.”
The visibility will include not just the short-term purchase order or ASN-level visibility, but also the tactical kind of forecast collaboration with the suppliers. If the organization is used to doing certain things in Excel, just automating the same process will not be sufficient.
It allows organizations to develop proactive risk mitigation plans to lower premium freight. They can get the items through an alternate supplier, they can expedite shipments, or they can attempt premium freight. Would this disruptive event cause a low stock or stock out situation?
Sensing and predicting disruptions as early as possible will allow organizations to develop proactive risk mitigation strategies and lower premium freight. Furthermore, having short-term Purchase Order/ASN-level visibility is insufficient. Salim Shaikh (CPIM, CSCP) is a Digital Transformation Executive at Blue Yonder.
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