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This complexity has introduced gaps in visibility and responsiveness that traditional systems werent designed to handle. It is not a technology on its own, but rather a process that combines planning, execution, and monitoring through integrated tools and workflows.
The modern supply chain is a complex network of suppliers, manufacturers, distributors, and customers, all interconnected and reliant on a shared ecosystem of trust and accountability. Balancing these priorities requires investment in robust auditing systems, supplier education, and long-term partnerships that emphasize shared values.
Solvoyo has a metric they call the user acceptance rate. This metric measures the percentage of time the planners accept replenishment, transportation, or inventory plans as they are without any change in the timing of the delivery or the quantity to be delivered. We are a platform. You manufacture stuff.
Regulatory demands, rising consumer expectations, and global challenges such as climate change and social inequality have made sustainable practices a strategic priority. Transportation, warehousing, and manufacturing collectively contribute significantly to carbon emissions, making these areas critical for meaningful change.
The global supply chain landscape is undergoing significant transformations, influenced by rapid technological advancements, shifting consumer expectations, and the intricacies of international commerce. Preparing the next generation to excel in this dynamic field requires more than traditional education methods.
Despite the evolution of technology, none of the 28 industry segments I follow can drive improvement at the intersection of operating margin and inventory turns. Investment in Legacy Technologies. The industry continues to invest in technology architectures that are inside-out and limited. A failed blogger.” The reason?
Thats why modern BI systems are quickly becoming the go-to solution for data-driven enterprises. They integrate, align, and activate data across the business to drive better, faster decisions unlike legacy reporting tools that can’t. But lets be clear: not all BI platforms are created equal. Why does that matter?
While demand is high, ongoing product shortages continue to cause supply chain disruptions, create unpredictable shopping behaviors and drive rapid delivery expectations. If there’s a bright spot anywhere it’s the fact that, as logistics challenges have grown, so has the availability of advanced technologies to manage these challenges.
Once upon a time, the world of manufacturing was a relatively stable place. So how does a manufacturer navigate this rollercoaster? The Challenge: Siloed Inventory Data and Lack of Visibility One of the primary obstacles in inventory management is the prevalence of siloed data across multiple execution systems.
Scaling manufacturing operations is crucial for business growth but presents unique challenges. Balancing increased demand with consistent quality and controlled costs is difficult but essential for manufacturers looking to expand. Successfully scaling manufacturing requires more than just adding resources.
Knowledge Graphs are emerging as an important tool for building advanced AI capabilities. Ibrahim Al Syed, the director of digital manufacturing at Celanese, was surprisingly forthcoming about how Celanese developed these capabilities at ARC Advisory Groups 29th Annual ARC Industry Leadership Forum. Their plants are very expensive.
Warehouse optimization isn’t just a buzzword; it’s a lifeline for businesses seeking to thrive in the demanding world of modern commerce. It’s a holistic approach that blends strategic planning, streamlined processes, and the right technology to transform your warehouse into a well-oiled, profit-generating machine.
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. In the automotive sector, manufacturers are simultaneously reducing inventory costs and delivery times.
Small companies outperform large companies, and the marquee customers of major supply chain planning technology providers underperform. The issue is that when companies optimize functional metrics, they throw the supply chain out of balance and sub-optimize value. Let me explain. Fundamental Shifts. Which makes me ask, why AI Stupid?
Good forecasting leads to good demand planning —and good demand planning means better profitability. That’s why it’s essential to be sure you’re equipping your organization with the right demand planning software. Here are our answers to some of the most common questions about demand planning software.
That’s the power of manufacturing data collection. Manufacturing data collection is your secret weapon for boosting efficiency, cutting waste, and staying ahead of the competition. Manufacturing data collection is your secret weapon for boosting efficiency, cutting waste, and staying ahead of the competition.
As a result, a wide range of businesses, from restaurants, and retail chains, to manufacturers, have been redesigning their business services and operations and re-engineering their supply chains. We need planning platforms to keep up with all the changes. This is how composable systems work.
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. End-to-end supply chain visibility, planning, and execution support software are critical in agile supply chain performance.
Keeping track of all your moving parts in manufacturing is a tall order. That’s where manufacturing inventory management software comes in. The right software can streamline your production, optimize stock levels, and even help you save money. Spreadsheets just don’t cut it anymore.
A multi-enterprise supply chain network platform provides network-based order fulfillment applications and/or advanced network-based supply chain risk analytics. E2open is a provider of cloud-based, supply chain software. Their platform combines their network and software applications. Stuff happens. billion.
By combining leadership and technology, I believed that we had the opportunity to create a better supply chain. The gap is the result of the stewpot of corporate politics, misguided consultants, and over-hyped technologies. The first story is about a large regional food manufacturer. My focus was simple. I was wrong. The reason?
The Failure of Existing Demand Planning Solutions. During the pandemic, supply chain leaders turned off their demand planning solutions. The systems–based on shipment and order data–were out of step with the market. Next Steps: Start to model demand based on market data to align the organization on baseline demand.
Our platform can be deployed alongside your current solutions, providing immediate value without disrupting established workflows. Our platform can be deployed alongside your current solutions, providing immediate value without disrupting established workflows.
The supply chain is a complex non-linear system. 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.)
Companies became less clear on the definition of supply chain excellence and how to implement decision support technologies. The financial teams, and the Information Technology (IT) groups, did not see alignment gaps, but the supply chain teams felt them and viewed them as a critical performance issue. Functional Metrics.
The consulting team pitches a theme–vision of supply chain best practices, big data analytics, or demand-driven value networks– to the executive team, and a new project is initiated. The first evolution of technologies were built by best-of-breed solution vendors. The first step in the journey is a kick-off meeting.
For organizations layered in functional metrics and driving a cost agenda, this is a tough nut to crack. During the pandemic, companies struggled with planning systems turning off the optimizers, and using the technology as a system of record. The order is a poor proxy for demand. Tougher than most understand.
It’s like having a magic wand that optimizes inventory levels, prevents shortages, and sharpens your demand forecasting—all from your smartphone. Mobile inventory management is a digital solution that combines a mobile inventory app with cloud-based software to track, manage, and optimize inventory in real-time.
Definition As I follow the evolution of supply chain technology, I am struck by what I see as a stream of paradox and anomaly, and the tendency of supply chain leaders to cling to convention. technologies. My observation is that softwaretechnology leaders are attempting to make historic practices faster versus redefining capabilities.
There are three reasons why: Vertical excellence—having the best manufacturing, procurement or transportation function—has not worked. A big bang technology focus has not worked. Enlightened leadership that focuses on the management of the supply chain as a complex system. Aligned Metrics. Outside-in Processes.
Connected technology transforms traditional supply chains into dynamic systems capable of real-time decisions and proactive problem-solving. Demand Forecasting: Analyze past data to predict future needs. Route Optimization: Calculate the most efficient delivery routes based on several factors.
In manufacturing, performance improvement, cost reduction and process optimization are crucial. Manufacturers have adopted innovative solutions and technologies to deal with these issues. There is no question that AI and ML will have important roles in shaping the future of manufacturing ERP. What is AI and ML?
Driving an excellent supply chain depends on how people are recruited and managed, processes, and the technology used. In the annual report where they report on their key performance indicators (KPIs), they don’t just report on core financial metrics and the NPS, they also have people metrics. The company recorded 1.9
During the 1980s, I was on a management team for a large manufacturer. The Company was attempting to gain economies of scale by grouping manufacturingtechnologies within a common infrastructure to reap the benefits of a co-generation facility, a centralized warehouse, and a talented administrative team.
From retail and food and beverage to manufacturing and life sciences, companies from a wide variety of industries are realizing the benefits of the technology, revolutionizing how they operate, collaborate, and generate value. The cloud has emerged as the cornerstone of modern business and supply chain innovation.
In this final blog on agility and why you should consider becoming an agilist to survive the new completion (of the continuous mention) of the application of enterprise decision management systems (EDMS) from Taylor and Raden cited in the first blog, I turn to the metric of agility and a new ROI metric of decision yield.
No company in either the household non-durable (consumer goods) or the food manufacturing group beat their peer group on the balanced scorecard of growth, inventory turns, operating margin, and Return on Invested Capital (ROIC) for 2013-2022. My reply to my friend is that “The supply chain is a complex non-linear system.
They react speedily to sudden changes in demand or supply. 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.
This is why I host training twice a year to challenge existing technology paradigms. He feels that based on his years of experience with a software provider, he has a whizzbang technology. Optimization engines to improve functional metric performance resulted in an exploding number of planners. Back to John.
Especially grievous are the gaps between finance and operations, manufacturing and procurement, and the operations and commercial teams. The Order Is A Poor Indicator of Demand. Traditional supply chain practices model demand based on historic order patterns. The gaps between business leaders grew. We are to blame.”
At that time, manufacturers talked about customer-centric supply chains, but were afraid to aggressively adopt ecommerce strategies. Manufacturers, today, are aggressively pursuing e-commerce strategies. the demand latency of ecommerce is hours and days while traditional channels are days and weeks. This has changed.
Supply chain executives must evolve from cost and service as the key objectives for optimal demand-supply balancing towards the “quadfecta” of cost, service, resiliency, and sustainability. The bullwhip effect is one example of this disruptive effect, when small changes in demand cause huge demand spikes downstream.
Workforce shortages and other challenges abound throughout all transportation sectors, and while this may revitalize investments in localized manufacturing, expanded warehousing to hold more inventory, and other efforts, these changes do not solve today’s issues. Manufacturers also adjusted.
Descriptive, predictive and prescriptive analytics should be combined to optimize your demand planning processes. Better forecasting and demand planning processes, which in the past had been beset by low accuracy and poor adoption, were a priority. The A nalytics to B oost your Demand Planning. Here’s where they help.
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