This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
When you talk to companies that have implemented enterprise or supply chain applications, executives will usually admit that they have under-invested in training and preparing users to use the new technology. Molexs story is interesting because they excelled at overcoming these cultural issues. People issues are always challenging.
Here I define value as improving market capitalization/employee for a public company. For example, if I improve the cost structure in transportation, procurement, manufacturing and sales independently, what decision support framework decides the right trade-offs? You are right. Or the use of AI to improve supply chain planning.
Strategic sourcing and innovative solutions are often viewed as two distinct procurement tools, but they should not be seen in isolation. Think of them as apples and gearseach essential and effective on its own, yet when combined; they create a formidable mechanism for achieving procurementexcellence.
Running a manufacturing business isn’t easy. That’s where a manufacturing ERP comes in. Manufacturing ERP (Enterprise Resource Planning) software integrates all your core business processes into one powerful platform. It’s a lot to handle. Let’s get started.
New technologies revolutionizing transportation are creating tremendous opportunities but also unprecedented challenges for tire manufacturers. Supply chain optimization is essential to achieve this and can help tire manufacturingcompanies deliver significant reductions in supply chain costs and improvements in service levels.
Companies today making a fundamental mistake: they are attempting to automate current processes with AI versus challenging and redefining work. In May 2025, one in seven home-purchase agreements fell through resulting in the cancellation of 56,000 purchase contracts. Most companies forecast a single stream with a focus on error.
However, this approach ignores real purchasing behavior, such as customers buying complete sets of four tires. Probabilistic demand forecasting, in contrast, provides a full probability distribution, revealing actual purchasing patterns and enabling inventory planners to align stock levels with demand realities. The result?
I walked away thinking, “What a great company!” And, this company was celebrated as #17 on the Gartner Top 25? Companies have traditional processes, but they have never questioned their knowledge of how to utilize market data to improve outcomes market-to-market. Over time, as I watched, this changed. I hung my head.
” Followed by “How are you organized, and what defines functional excellence? And, how do you tie functional excellence to corporate value?” ” In this work, my observation is that large companies have a more difficult journey to drive organizational alignment, than smaller companies.
CLM changed its name twenty years ago to the Council of Supply Chain Management Professionals (CSCMP) to be more inclusive of the source, plan, and make aspects of supply chain management. As a result, most companies struggle with the feasibility of their plans. No system enables network transparency across source, make, and deliver.
Introduction Gardner, (1954) and Huntzinger, (2007) define Purchase price variance (PPV) as a metric used to measure the effectiveness of cost-saving efforts by calculating the difference between the planned cost (standard pricing) allocated for purchasing activities and the actual cost incurred.
Supply chain excellence is easier to say than to explain. Executive teams strive to drive improvement in supply chain results; yet, sadly, only four percent of public companies succeed. In this area of research, I find that companies are like dogs chasing cars. The grass is always greener at another company. The reason?
In this research, 81% of brand owners and contract manufacturers primarily depend on communication through email and spreadsheets. Approximately 32% of manufacturing, across industries, is outsourced. Purchase order data, while not as important, has the smallest gap. PE Firm Buy-out and Consolidation. Lack of a Buyer.
Today, supply chain excellence matters more than ever. Globally ten percent of jobs are in manufacturing, while 37% are associated with supply chain management. The discipline, first defined in 1982, includes source, make, deliver, and planning functions. During the pandemic, the supply chain discussions take new importance.
My head is wobbling with announcements, late-night Friday press releases, company name changes, and executive turnover in the supply chain planning market. Renames the Company Daybreak. No doubt that the company, Noodle.ai, needed a fresh start after burning through $107M in capital of five rounds of financing. Kinaxis and o9.
Commerce is global and regional at the same time, the world is getting smaller and more interconnected, and Consumer Packaged Goods (CPG) manufacturers operate in this build-anywhere and sell-anywhere market. Here we have compiled a list of the top six challenges that CPG companies face in the post-pandemic market.
My definition of a network is the bi-directional information exchange of manufacturing, procurement, quality, and transportation signals across multiple tiers of trading partners in a many-to-many trading partner information exchange with minimal latency. Less than 1% of companies in this value chain outperform their peer group.
Building a software company is hard work. Most of the business networks were hollowed out by venture capitalists or purchased by opportunists. The homework is to bring a list of the data that you think could drive better decisions to the conference and ask the technology company for insights on how to best use different forms of data.
and L’Oréal’s approach to business that has allowed the company to continuously rank as a Supply Chains to Admire winner for four consecutive years. Based in Paris, L’Oréal is a global personal care manufacturingcompany. It is the world’s largest cosmetics company with annual sales estimated at over €26B.
Today, I speak at the North American Manufacturing Association, Manufacturing Leadership Conference, in Nashville on the use of data to improve supply chain resilience. In short, resilience is what keeps things running during a disruption — and what helps companies get back on track afterward. The result was restatement.
Data-driven forecasting improves purchasing and cuts storage expenses. Consider solar panels and other renewable energy sources. Adopting renewable energy sources reduces reliance on fossil fuels and contributes to a smaller carbon footprint. This includes real-time visibility and tracking via mobile devices.
The word of the day is visibility, yet this is the nut–that companies implementing many projects, — cannot seem to crack. In our recent survey on analytics, today 74% of companies are attempting to improve supply chain visibility (as shown in Figure 1). The reason? The solution remains elusive. What Is Visibility?
Each executive has a different perspective on the definition of supply chain excellence, but they are never discussed and aligned. His organization purchased an advanced planning technology from well-known best of breed provider, and the implementation should have been successful, but it was not. What Is The Ring of Fire?
No company interviewed was able to successfully use their current what-if solutions to model pandemic impacts. Companies need an easy-to-use sandbox deployment to visualize supply chain constraints and the impact of variability. Advanced planning evolved with a focus on modeling manufacturing constraints. Next Steps.
It was funded by 50 large consumer products manufacturingcompanies (CPG). In the dawn of e-commerce, conservative manufacturers, anteed up $240 million in four months. The high-flying company had no clarity of purpose or clear governance, but the funds kept coming. The stories border on the ridiculous. Clear governance.
So, I smile, catch my dinner partner’s eye and ask, “In our prior conversations, you mentioned the lack of clarity on the definition of supply chain excellence in your current deployments and how this is a barrier to implementing supply chain planning properly. “ Reflection. Self-driving supply chains are an example.
He feels he has the answer for companies. ” However, his company remains small with a couple of clients. If it was an answer, why is the company not growing? As I analyze business results , I see that most companies are really stuck. How did the company perform against the plan?” On average, it takes 2.8
During the 1980s, I was on a management team for a large manufacturer. The Company was attempting to gain economies of scale by grouping manufacturing technologies within a common infrastructure to reap the benefits of a co-generation facility, a centralized warehouse, and a talented administrative team. Let me explain.
The companysources goods from 34,000 suppliers out of 30 nations. The company is piloting secure lockers for stock at their major sites. Adding to the complexity of the supply chain is that Ferguson is an acquisitive company. The company recorded 1.9 The company has shown sustained improvement on this metric.
Primed for transactional efficiency, these legacy architectures based on relational databases drive order-to-cash and procure-to-pay efficiencies. Like Linus clinging to his blanket, supply chain teams make most of their decisions on Excel spreadsheets. Or a unified data model across source, make, and deliver for planning?
With the global market expansion and deepening supply chain complexity, the roles of procurement leaders have evolved from tactical to strategic. Nowadays, procurement departments not only focus on the day-to-day buying operations but also search for the most efficient ways to go about them. From whom are we buying?
Companies implementing supply chain planning (SCP) have traditionally been very big companies or companies with complex supply chains. This manufacturer produces plastic reusable material handling containers and plastic fuel tanks. Mr. Baker spent over 34 years leading procurement teams at The Dow Chemical Company.
Over his 30+ year career in the supply chain, Richard has worked with manufacturers around the world in operations, supply chain, and lean strategy roles to develop systems that can manage complex supply chains on a global scale. Richard previously founded and led Factory Logic, Inc. acquired by SAP). The Greenscreens.ai
Solving from a supply side seems to work for many companies I work with. I know that your primary focus is procurement. Only 2% of companies are pushing forward in our Supply Chains to Admire analysis. The issues are largely rooted in politics and the lack of clarity on supply chain excellence. Should companies care?
The lack of interoperability between decision support platforms is a problem for companies attempting to improve decisions from the channel to supplier bi-directionally through technology. FactSet reports that 66% of companies in Q3 2023 beat revenue guidance. The question is, how can a company not meet guidance?
Tech companies rally. I do not see companies push the envelope to define digital passports for provenance, implementing learning ontological frameworks, or schema on read data fabrics combining the graph and vector DB. . Tech companies push self-serving agendas like a hammer hunting for a nail. Thought leaders push concepts.
As an analyst for nearly two decades, I am constantly amazed watching companies throwing the baby out with the bathwater. Consumers constantly change the mix preferences in purchases. Somedays, the focus is on steaks or ribs and the next on the purchase of ground or cubed meat. What do I mean? There are 192 ways to cut up a cow.)
Experts from North Carolina State University and GEP conducted a survey on supply chain, procurement and IT leaders to determine their challenges and priorities, focusing on examining gaps in the supply chain. The study found that these leaders considered the largest gap to be between supply chain and procurement, citing it as a major issue.
Nvidia, Northrup Grumman, PACCAR Inc, PCA (Packaging Corporation of America), ResMed, Rockwell Automation, Ross Stores, Taiwan Semiconductor Manufacturing (TSMC) Company, Tempur-Pedic, TJX, Toro, Toyota, West Pharma, United Tractors, and Urban Outfitters. How Do You Define Excellence? Most companies are not clear.
Despite two decades of advancement in supply chain technologies, companies are struggling to gain balance at the intersection of operating margin, inventory turns and case fulfillment. It takes more than one or two respondents from a company. These tools allow us to look at sell, source, make, and deliver together.
Medical Device manufacturers face an increasingly dynamic and intricate landscape. Innovative personalized manufacturing approaches have emerged, yet many organizations struggle to fully realize their potential in this rapidly evolving race.
“We live in a world where supply chains, not companies, compete for market dominance. But companies often have diverging incentives and interests from their supply chain partners, so when they independently strive to optimize their individual objectives, the expected result can be compromised. ”. This is a group of leaders.
While companies talk digital, the projects follow traditional supply-centric paths. The Gartner analysis is biased toward companies within the Gartner network. While companies that supply chain leaders believe are top performers– J&J, P&G, and Unilever– do not outperform their peer group. Is this success?
Instead of high-level frameworks, attendees heard directly from global manufacturers including RHI Magnesita, Teleflex, and Marelli. The company reported early gains, including a 24 percent reduction in inventory levels and verified cost savings exceeding €81 million. The agenda prioritized outcomes over abstraction.
We organize all of the trending information in your field so you don't have to. Join 102,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content