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I laugh when business leaders tell me that they are going to replace their current supplychain planning technologies with “AI.” Each supplychain planning technology at the end of 2024, went through disruption–change in CEO, business model shift, layoffs, re-platforming and acquisitions.
Frederic Laluyaux, the CEO of Aera Technology, agrees with this assessment. In the supplychain arena, the need to make course corrections is exploding. Mr. Masson of ARC points out, “Each AI use case requires specific datasets and may necessitate different tools and techniques.” Business cycles are compressing.
Over the years, working for and with numerous manufacturing companies, I’ve seen many supplychain practices that cost companies money. Reason #3 Not having end-to-end supplychain visibility. Reason #4 Making key decisions by modelling the supplychain in Excel. by John Westerveld.
The global supplychain landscape is undergoing significant transformations, influenced by rapid technological advancements, shifting consumer expectations, and the intricacies of international commerce. Developing Analytical Skills Data analysis is at the heart of effective supplychain management.
Supporting hypergrowth while reducing supplychain logistics emissions is not an easy feat. This of course generates carbon from transportation activities. A clear goal needs to be combined with good data and metrics. We needed to put the data in tools so that users understand the impacts” of differing carrier moves.
” Here is an excerpt from the article: “…it isn’t by becoming more efficient that the supplychains of Wal-Mart, Dell, and Amazon have given those companies an edge over their competitors. According to my research, top-performing supplychains possess three very different qualities. The gap was large.
Supplychain is an industry slow to change. Large shippers still use Excel spreadsheets to plan their operations, and even the most beneficial logistics technology is sometimes looked at warily. Supplychaintechnology that is “beyond TMS” adds an array of necessary components. COVID changed everything.
Life for the supplychain leader is more complex. We are living in a world of rich supplychain case studies. Each day, the Wall Street Journal features a supplychain failure as front-page news. Traditional processes accelerate the bullwhip impact leaving leaders chained and forced into reactive behavior.
Michael Jacobs, Senior Vice President SupplyChain, Ferguson. Mr. Jacobs is the senior vice president for supplychain at Ferguson. While nominally a distributor, “supplychain management is our core competency. In particular, Ferguson’s supplychain is built for speed and to provide high service levels.
How 3PLs Can Gain Visibility and a Competitive Advantage Offering Automated Billing and a Self-Service Interactive Customer Portal It’s hard to imagine a third-party logistics (3PL) business today operating without some form of a warehouse management system ( WMS ) connecting the digital dots. But can technology do more?
Today, we published The SupplyChains to Admire for 2023. 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. I admit it.
Yes, a time when well-meaning supplychain leaders share their strategy decks for the upcoming year and ask me for an opinion. We implemented technology assuming that they would come along and support the program. Supplychain leaders love shiny objects. IT teams love to bolt in software. The reason?
Recognized as a leader in her field, Erika has been honored with the CISO’s Top 100 Accelerated CISOs Award (A100) and the 2024 Women in SupplyChain Award in the DEI Pioneer category. Erika holds a Ph.D.
SCB Feature Report From DPW: What’s Next for AI in SupplyChain? That’s because the promise of artificial intelligence for supplychain operations is huge. It could do more to accelerate the journey of supplychain operations from the backroom to the boardroom than any other change. trillion to U.S.
With international commerce increasingly digitalized and customer requirements continuing to grow, the demands on supplychain professionals to create frictionless, responsive, and cost-effective operations have never been higher. Supercharge your supplychain career through the SCMDOJO SupplyChain Learning Track Certification!
He had a load full of cotton bales, and while idling away hours at a shipyard watching stevedores load other cargo onto ships he dreamed up containers that transformed global supplychains. Supplychain optimization has also improved in significant ways that can address these trade-offs better than before.
For businesses of all sizes, the digital transformation of supplychain planning became the most important initiative. . Considering this surge in digital transformation and the changing needs of 2021, here are some insights and tips for embarking on SupplyChain Digital Transformation projects.
Digital Twin from Infor Nexus Drives SupplyChain Agility. When it comes to driving supplychain agility there are several solutions that are important, but the key solution is a Multi-enterprise SupplyChain Network (MSCN). COVID of course taught companies the need for agility. Stuff happens.
While consultants know the answers (or believe they do), I believe my goal as a research analyst is to unearth new questions that should be asked (and answered together openly in the supplychain community) to improve value. This is why I host training twice a year to challenge existing technology paradigms. Back to John.
The consulting team pitches a theme–vision of supplychain best practices, big data analytics, or demand-driven value networks– to the executive team, and a new project is initiated. Question 1: What drives a Successful Implementation of SupplyChain Planning? Supplychain planning is now on its third decade.
SAP touts “best-run companies” while the Accenture ads claim “ high-performance supplychains.” I am a nomad, searching for a good definition of supplychain excellence. It is a quest and the subject of my next book, Metrics That Matter , that will publish in September, 2014.
As a leader, you need many tools to eliminate this mindset. The four key methods here will help you drive more success as you bring the metrics to life on your warehouse floor: 1. Show the “story” of your metrics with quarterly and yearly growth charts; show how far you’ve come as a team over time.
One of the favorite parts of my job is teaching classes on how to take supplychain concepts to the next level to improve corporate performance. I love helping people to see supplychain concepts differently. Both move the supplychain design from inside-out to outside-in. As I teach the class, I learn too.
Theres a growing demand for certified professionals in the supplychain industryin fact, the employment of logisticians is projected to grow 19% from 2023 to 2033. Supplychain certification equips companies and teams with the knowledge, tools, and techniques they need to design, manage, and optimize complex supplychains.
by Trevor Miles I have been in the advanced planning and scheduling (APS) space since 1995 when I joined i2 Technologies in Europe. Before that I was in management consulting doing what would be called supplychain design or reengineering today. Let me start with the confusion between planning and execution. Their words.
We asked the IT, finance and supplychain teams to self-assess their views of organizational alignment. The supplychain view is listed in figure 1. For the supplychain team, the largest area of misalignment is between the supplychain and the sales group. Supplychains are not agile enough.
Over the course of the last two years, we at SupplyChain Insight s have worked on a methodology to gauge supplychain improvement. We named it the SupplyChain Index. We have found that supplychainmetrics are gnarly and complicated.During Background on the SupplyChain Index.
When it comes to implementing supplychain planning and operations solutions, success relies heavily upon an organization’s ability to identify and document its desired value measures and outcomes, and to align those with its solutions provider. 1 Co-develop a business case with vendors. 3 Align on goals and KPIs.
by Bill DuBois The life sciences supplychain starts with a miracle. Everything we talk about in supplychain starts with discovering that product you can market and sell. From a supplychain perspective, it reminds me of variable lead times. Is there a more challenging industry than life sciences?
Today, nine out of ten supplychains are stuck. Despite two decades of advancement in supplychaintechnologies, companies are struggling to gain balance at the intersection of operating margin, inventory turns and case fulfillment. Over the course of the last year, I have written about this extensively.
If you’re a supplychain management professional, you’re probably aware of how important it is to continuously improve your skills and knowledge in this field. Fortunately, there are numerous courses available to help you develop your expertise in supplychain management, regardless of your level of experience.
Supplychain leaders are competitive and they want to measure their success. In many businesses, assets are a core part of the supplychain. The more work that I do on trying to understand corporate balance sheet information and the connection to supplychain excellence, the more I realize how unqualified I was to vote.
While most consultants and technologists want to sell technology, and are eager to slap in a new piece of software, my caution is to slow down and better understand root issues before having a technology discussion. Time For A SupplyChain Check-Up? Analyze Past Results in Customer Service.
At SupplyChain Insights, we have been actively working in our own mine sweeping project. Over the course of the last quarter, with the help from Cloudera, we built a data lake of with data from 1449 public companies. The company was then assigned to one of 37 peer groups based on the SupplyChains to Admire methodology.
by John Westerveld Over the years, working for and with numerous manufacturing companies, I’ve seen many supplychain practices that cost companies money. Reason #3 Not having end-to-end supplychain visibility. Reason #4 Making key decisions by modelling the supplychain in Excel.
The Future Of The SupplyChain Starts With Sustainability. To say the last two years have been difficult for the supplychain industry is a significant understatement. The Importance of SupplyChain Sustainability for 2022 and Beyond. This is a global issue, of course, but if we just take the U.S.
Still, it can be just as disruptive to supplychain performance. Fleet management is a long game — budget cycles, replacement planning, technology roadmaps. Without experienced managers in place, truck availability drops, repairs are delayed, and cost control becomes difficult. Disruptions in decision-making.
Understanding how your Procurement and SupplyChain KPIs are performing isn’t just a nice-to-have; it’s essential for survival and growth. But what if you could get a clear, birds-eye view of your core performance without investing in complex, expensive software? Check out SCMDOJO’s SupplyChain KPIs Dashboard!
Reimagine SupplyChain of the future: There are many facets to imagining SupplyChain of Future. What are the learnings from Covid disaster that leaders will incorporate into future supplychains? Which emerging technologies will have the most impact? . — Jeff Bezos, CEO, Amazon.
As an entrepreneur I’ve been reflecting on this a lot: The current milestone in logistics and fulfillment is using emerging technologies to capture and leverage exponentially growing data sets in warehouses and throughout the entire fulfillment network. The rise of autonomous technologies.
” SupplyChain Leader. Interview for Metrics That Matter. My kitchen table is piled high with interviews for the upcoming book, Metrics That Matter. I loved the quote that I captured today in my interview (see above), and I have enjoyed interviews with supplychain leaders like Peter Gibbons.
We believe that supplychain excellence helps a company to better balance demand and supply. We also believe that it helps companies to be more resilient: weathering demand and supply volatility while maximizing opportunities and mitigating risks. What does the future of supplychain excellence look like?”
by Alexa Cheater Rushing kids out the door, walking the dog, navigating traffic—life is complicated enough without having to deal with overly complex supplychain management processes. Just because supplychains are getting more complex, doesn’t mean the job of managing them has to as well. Compromise becomes key.
Today, is day two of our annual year-end series highlighting the top blog posts in each of our 5 main categories: Manufacturing , SupplyChain , Logistics , Transportation Management , Freight. We will feature over the next 4 business days each category's most viewed posts over the course of 2017. Share This: Read More.
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