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Home Introducing Freightos Enterprise: End-to-End Procurement, Benchmarking, and Management Freightos Enterprise unifies market intelligence, tender management, and shipment operations into one solution, enhancing logistics efficiency for large import-export businesses.
For example, if I improve the cost structure in transportation, procurement, manufacturing and sales independently, what decision support framework decides the right trade-offs? In today’s architectures and functional metrics, value optimization does not exist. You are right. This work was expensive. This is an opportunity.
A lack of standardized ESG metrics across industries and regions makes it challenging to consistently evaluate and compare supplier performance. Data collection and verification remain areas of concern. Legacy procurement systems pose challenges, as they were not designed to capture and manage ESG-related data.
Procurement and supply chain management are often used interchangeably—but in practice, the lines between them can blur in ways that create real friction. Misaligned priorities, siloed systems, and unclear ownership can directly impact key performance indicators like cost savings percentage and procurement cycle time.
As supply chains become more interconnected and risks more dynamic, traditional procurement tools fall short. AI agents offer a smarter, faster way to manage sourcing, risk, and spend across the entire procurement lifecycle. They can learn and improve over time, as they collect new data and feedback.
As supply chains become more interconnected and risks more dynamic, traditional procurement tools fall short. AI agents offer a smarter, faster way to manage sourcing, risk, and spend across the entire procurement lifecycle. They can learn and improve over time, as they collect new data and feedback.
Home Introducing Freightos Enterprise: End-to-End Procurement, Benchmarking, and Management Freightos Enterprise unifies market intelligence, tender management, and shipment operations into one solution, enhancing logistics efficiency for large import-export businesses.
In this type of environment, traditional procurement software and manual processes are insufficient – and many procurement teams are looking to artificial intelligence (AI) for answers. Key Takeaways Understand the potential impact of AI – including Generative AI & AI Agents – in procurement.
However, as carbon taxes and emissions reporting requirements continue increasing, supply chain professionals face mounting pressures from inside and outside their organizations to measure and improve performance against new, nebulous sustainability metrics. Freight transportation makes up over 10% of total global carbon emissions.
Enterprise procurement leaders are under more pressure than ever—juggling cost control, compliance, supplier risk, and internal complexity, all while trying to modernize outdated systems. AI, automation, and generative tools are redefining efficiency, allowing procurement teams to move from reactive to proactive decision-making.
Enterprise procurement teams face growing pressure to deliver strategic value – managing supplier risk, ensuring compliance, and supporting sustainability – all without sacrificing speed or control. This blog explores the most common challenges in digital procurement and the capabilities that matter most.
That tightly integrated advanced planning (APS) coupled to Enterprise Resource Planning (ERP) using order data is sufficient. Functional Metrics and the Lack of Alignment to Strategy. Few companies are clear on the number of supply chains they operate, design the rhythms and cycles of each, and align metrics to the strategy.
As regulations across the globe strengthen, the pressure to collect, report, and organize emission-related metrics has never been higher. This added responsibility for companies will have lasting effects on business operations, corporate partnerships, supply chain logistics, compliance requirements, and data integrity.
Samuel Parker and Joe Lynch discuss DAT iQ: the metrics that matter. Shippers, brokers, carriers, news organizations and industry analysts rely on DAT for trends and data insights based on a database of $150 billion in annual market transactions. Source capacity with precision using supply and demand metrics and forecasts.
Traditionally, procurement has been a process weighed down by manual tasks, fragmented systems, and endless paperwork. Today, procurement is undergoing a transformation. While procurement teams have long worked to add strategic value, Artificial Intelligence (AI) amplifies their impact.
When we measure the bullwhip impact (in my class on outside-in process thinking), the bullwhip between manufacturing and procurement is 2-3X. Functional metrics align to bonus incentives, but progress in supply chains remains evasive. Data latency issues amplify the bullwhip effect. The difference is opportunity. Signal Latency.
That’s where data analytics comes in. Modern supply chains thrive on real-time data, execution-focused applications, and dynamic decision-making. In this post, we’ll explore how data analytics can revolutionize your supply chain. Demand Forecasting: Analyze past data to predict future needs.
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 procurement excellence.
Sudden tariff increases can quickly make a cost-optimized procurement strategy untenable, leaving companies scrambling to adjust. These simulations are especially valuable when theyre integrated into digital twinsreal-time models of supply chain networks that reflect current data and assumptions. Visibility is the next critical step.
Drip Big Data. The issue is that when companies optimize functional metrics, they throw the supply chain out of balance and sub-optimize value. To use optimization, the data had to be cleaned and stored in pristine condition in a data jail (rows and columns of traditional database technologies). Industry 4.0.
Data is the lifeblood of AI in the supply chain. Without sufficient data, AI models can’t uncover meaningful patterns, make accurate predictions, or provide valuable insights for informed decision-making in complex and dynamic environments. At the same time, feeding your AI models too much data can also be a problem.
Procuring transportation for freight is much different than any other procurement category. Transportation procurement needs to support both customer service and a company’s internal supply chain goals. One master of freight procurement is Kyle Masters. Procurement ran a request for proposal event.
Up front efforts to define roles and responsibilities, document requirements, integrate with other enterprise systems, and maximize the value of data will be rewarded in multiple forms well beyond the conclusion of the implementation. Ivalua Spend Management Insights [ivory-search] Get Ready for Success!
This year, a recurring theme that I saw was about using supply chain data to improve the customer experience across the entire value chain. Here are the ones that stood out to me, especially as it relates to supply chain data. The single data cloud runs on Snowflake, one of Blue Yonder’s partners.
The systems–based on shipment and order data–were out of step with the market. With fixed models and hard-wired data feeds, teams could not adjust the planning systems to use consumption data or market indicators. Next Steps: Start to model demand based on market data to align the organization on baseline demand.
To entice you to participate let’s look at the data more closely. In the supply chain team analysis, note the 21% gap between procurement and manufacturing teams, the 35% gap between sales and operations and the 21% gap between finance and operations. Functional Metrics. To respond, follow this link.
Blog » Procurement on the Thames: Ivalua’s London Summer Symposium June 26, 2023 | | Thought Leadership by Eloise Barnum As businesses navigate through supply chain disruptions, high inflation, and sustainability initiatives, procurement, and supplier management has taken center stage in driving change.
If you’re evaluating procurement technology or exploring ways to drive more value from existing systems, chances are you’re looking beyond tactical fixes – you want a smarter, scalable strategy. Misaligned priorities across finance, legal, and procurement create friction that delays decision-making and reduces impact.
That’s the power of manufacturing data collection. Data transforms operations. Manufacturing data collection is your secret weapon for boosting efficiency, cutting waste, and staying ahead of the competition. Let’s dive in and unlock the potential of your manufacturing data.
Procurement and Supply Chain Management are essential functions that can help companies navigate these challenges, but they are often siloed and operate in separate departments. Their metrics are often misaligned as well – supply chain focuses on service and procurement focuses on the cost of acquiring materials and services.
For organizations layered in functional metrics and driving a cost agenda, this is a tough nut to crack. In the face of variability, this is two-to-six weeks too long to make allocation or procurement decisions. To side-step this issue, build planning processes to use market data. Tougher than most understand. Shift in cycles.
Supply chain efficiency is the cornerstone of success and involves the effective management of processes, resources, and technologies from procurement to production, transportation to warehousing. Let’s break down these key components: Procurement: This is where it all begins.
While Joe is trying to balance the feedback from Filipe and Frank, he is often asked to change his metric targets by his CFO named Lou. After two years of research, I think that we throw the supply chain out of balance and limit its potential through the use of traditional and functional metrics. Achieving Balance in Metrics.
GEP and the North Carolina State University (NCSU) Supply Chain Resource Cooperative surveyed supply chain, procurement and IT professionals across a range of industries to gain insight into their priorities and strategies regarding supply chain resilience and optimization. Alex Zhong, Director Product Marketing at GEP.
Do Set Clear KPIs and Governance Structures : Establish transparent metrics for sales, coverage, and service levels. Do Embrace Technology and Data : Use real-time data for demand forecasting, inventory management, and route optimization. A well-equipped distributor is an extension of your brand and a key to market penetration.
My goal is to convince you to ground supply chain processes and technology implementations in data analysis while tying the results to the improvement in corporate performance. Let me make my point by sharing some financial data using client examples from the last decade. So, I asked the questions, “Is your data forecastable?
Why Your Procurement Strategy is More Critical Now Than Ever Before In an era of global supply chain disruptions, a robust procurement strategy is no longer optionalits essential. The right procurement strategy ensures that organizations: Mitigate risks before they escalate. Want to future-proof your procurement function?
How do we design work systems to align organizations and ensure that there is the right balance of reward systems with metrics? Is there a need to redesign metrics to move from a functional and traditional function to drive goal alignment? In the design of the digital program, spend time on metrics and reward systems.
At each company, there is a relationship between the metrics of growth, margin, inventory, customer service, and asset strategy. For the purpose of this article, I will use Return on Invested Capital (ROIC) as the proxy metric to discuss asset utilization.) I never calculated and accounted for the inter-dependencies between metrics.
We consistently see that companies focused on functional excellence–a focus within a functional silo like manufacturing, transportation or distribution– or singular metrics– like inventory or costs– underperform against their peer groups. Reward teams for cross-functional metrics. Customer-Centric Supply Chain.
In today’s dynamic market, procurement is far more than just a buying and purchasing center. Our latest e-book, “ Is Manufacturing Missing Out On Procurement’s Value Add? Our latest e-book, “ Is Manufacturing Missing Out On Procurement’s Value Add? Here are some key insights from the e-book.
Nowadays, no one could deny that, businesses today expect procurement teams to drive value beyond cost savings. As a consequence, procurement leaders are constantly looking for ways in order to enhance their procurement process and make it more sustainable. However, they don’t want to form any decisions without the proper data.
Can you help us with what you see in the data?” There are three reasons why: Vertical excellence—having the best manufacturing, procurement or transportation function—has not worked. The use of channel data into advanced analytics to sense demand. Aligned Metrics. ” Yes, I said. Outside-in Processes.
In recent years, the overall state of Procurement has been bolstered by increased proficiency, expanding engagement, and a growing direct impact on operations. And they’re not the only ones—other department heads are also increasingly budget-conscious, creating a new opportunity to partner with procurement for better budget management.
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