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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. For example, you might source from a domestic supplier that doesnt incur a tariff.
Today’s digital networks enable continuous real-time optimization where demand signals update instantly across all nodes, inventory positions adjust dynamically, and transportation and warehouse plans reconfigure automatically in response to changing conditions. Second, visibility is expanding from enterprise-centric to ecosystem-wide.
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.
In todays volatile retail landscape, organizations face unprecedented challenges across both category management and inventory planning. To remain competitive, retailers must embrace a comprehensive approach that taps into the synergy across all functions from category management to inventory allocation.
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.”
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, reducinginventory and lead times.
The upshots of misjudging inventory levels range from delaying production cycles, to risking availability to the end customer, to creating waste and damaging both capacity and environmental targets, to simply harming profits. Join us at our upcoming events to discover cutting-edge solutions and strategies to optimize your supply chain.
They must track inventory, orders and returns in real time, at all times. And they need to manage their resources, from inventory and labor to forklifts and robotics, with incredible precision keeping all assets moving productively, while avoiding excess inventory and equipment downtime.
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.
For us, this recognition underscores our unwavering commitment to delivering cutting-edge solutions that drive efficiency and innovation in warehouse management. Seedcom Logistics implemented Blue Yonder Warehouse Management to streamline their processes and optimize inventory management. and/or its affiliates in the U.S.
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.,
Our warehouse management solutions have been instrumental in enhancing operational efficiency and inventory accuracy across various industries by offering real-time visibility and automation capabilities. Implementing Blue Yonders warehouse management solution is a key component of that strategy.
Powered by the Blue Yonder platform, the demand and inventory planning solutions evaluate and integrate evolving demand trends and supply availability, enabling a collaborative balance of planning for optimal efficiency, high service levels and increased resilience.
In mid-July last year, McDonalds Australia made an unexpected move: It cut breakfast hours by 90 minutes because it couldnt get enough eggs due to a bird flu outbreak. Two months later, Malaysia Airlines reduced its flight capacity by 20%, citing labor shortages and a lack of spare parts.
Day two in Nashville saw Wayne Usie, Blue Yonder’s EVP & Chief Strategy Officer, build on yesterdays excitement by giving us a deeper look into Cognitive Solutions and unveil brand new Blue Yonder products. The core of which is omni-inventory and omni-demand. With full visibility, the Cognitive Solutions then ANALYZE.
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.
Manufacturers and retailers must create accurate demand forecasts, get the right inventory in the right place, and line up labor, trucks and other assets. Achieving profitable, dynamic inventory optimization Huge holiday order volumes are fantastic.
Freshness, waste reduction and shopper trust start with end-to-end supply chain visibility. Shoppers expect fresh, high-quality products and full transparency into how those products are sourced, handled and delivered. Schedule your strategy call with a Blue Yonder expert today. But compliance is just the starting point.
Superior cost efficiency Reduceinventory waste, maximize labor and warehouse ROI, and surface opportunities to lower your total cost to serve. AI-driven insights & actions Increase resiliency, improve resource utilization and reduce execution costs.
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. As Ford Motor Co.
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. Thats the beauty of synchronizing execution.
So, the parking spots are getting more and more occupied with drop trailers, meaning lot capacity shrinks while finding the trailer with the highest-priority inventory becomes even harder. Problem number three: appointment scheduling is a mess. For various reasons, many drivers show up unexpectedly and at the same time. Yes, yards are hard.
Inventory control represents a huge challenge for any retailer. In fact, inaccurate inventory is the single biggest cause of poor customer experience, according to a new survey by Blue Yonder. How did the company overcome its inventory issues? The case of this tech retailer, The Source , shows why.
Unfortunately, the pressure to meet demand often leads to reactive strategies that can damage brand reputation and bottom line. Retailers must ensure that product information, pricing, inventory levels, and returns processes are consistent across all platforms.
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? Now it is all global. Sunil: Exactly.
The data used to drive statistical safety stock calculations should also be scrubbed to ensure that the wild swings in forecast accuracy, vendor reliability, and lead time variability don’t lead to unsustainable inventory levels in an attempt to meet customer service goals. Realign InventoryStrategies. Online orders?
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. Cost reduction pressure. How to adopt customer-centric practices from retailers. Frequent product portfolio changes. Increasing demand volatility.
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. A long-term supply chain transformation strategy now supports revenue growth or margin improvements via process innovation and new technology solutions.
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.
To navigate the new normal, here are three strategies supply chain planners should consider: 1. For example, safety stock calculations will need to be scrubbed to reflect the wild swings and short-term anomalies caused by the virus, otherwise, it can lead to excess inventory. [4]. Consider External Variables at Scale.
That magic word – “resilience” – has been joined by another motif in the form of “agility” to guide business strategy in the pandemic storm’s aftermath. Waste reduction is another route to addressing both profit and planet. To overcome this, businesses must start aligning the two within strategy more concertedly.
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. It’s nearly impossible to re-allocate inventory in the most strategic, profitable way on the fly using manual processes.
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.
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.
One arrow showed the flow of customer demand from the source to the supplier, while the other showed the flow of goods from the supplier to the customer. A modern supply chain is more than the efficient movement of optimized inventory downstream to meet forecasted customer demand. And completely the opposite of reality.
In every role inventory availability and protecting the company’s assets was always critical. is a contributing factor, inaccurate inventory management process and systems remain a big driver of the out-of-stock problem globally. in the first quarter – primarily from inventory shrink. While increasing retail theft in the U.S.
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”.
The following are the insights gained from my discussion with Salim Shaikh , who leads Blue Yonder’s Automotive Industry Strategy, during a recent Blue Yonder Live and webinars that we prepared for jointly. First is enabling resiliency in the short term by eliminating the network.
Inventory Processing and Order Management Efficiency Has Become a “Make” or “Break” Issue One of the main challenges WD&M faces is transforming away from legacy approaches to inventory processing and order orchestration, as well as moving toward solutions primed to handle omni-channel. The result? So, what’s the solution?
The following are the insights gained from my discussion with Salim Shaikh , who leads Blue Yonder’s Automotive Industry Strategy, during a recent Blue Yonder Live and webinars that we prepared for jointly. Can we get the supplies from an alternate source? Do we need to carry excess inventory? Can we expedite?
In this report, Forrester researched, analyzed and scored the eight top order management providers against 34 criteria across three categories — current offering, strategy, and market presence.
These revolutions span demand, supply, inventory, transportation, and warehouse planning, informed by an ever-growing swathe of connected data from across their digital assets. In the midterm, supply chain resiliency can be enabled through improved scenario planning, simulation capabilities and multi-echelon inventory optimization.
Having a disjointed view of inventory and customer data across both physical and online channels is no longer an option for retailers. Implementing an OMS effectively can provide significant value to your commerce outlook, offering a centralized platform for managing orders, inventory and fulfillment across the omni-channel landscape.
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