Remove Demand Planning Remove Inventory Remove Manufacturing Remove Supply Chain Segmentation
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Supply Chain Segmentation: One Size Doesn’t Fit All

BlueYonder

Last month JDA teamed up with IndustryWeek and Altera Corporation to present a Webcast on the topic of supply chain segmentation titled: One Size Doesn’t Fit All: Altera’s Supply Chain Segmentation Journey to Profitable Growth. Featured Manufacturing Supply Chain'

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Building Your Supply Chain Strategy: Defining Customer-Centric Supply Chain Design for Manufacturing Companies

BlueYonder

In Part II I explained how seeking inspiration from retailers can help manufacturing companies move beyond supply chain segmentation to embrace customer-centricity. This post will explore the three capabilities essential to supply chain redesign.

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Becoming demand-driven on command

Supply Chain Movement

Each organization has a product line with defined forecastability and product tail (characteristics of product demand by item). After you implement, demand planning well, there is little that you can do to improve the bias and the accuracy of the forecasting process. Help the organization to embrace the probability of demand.”

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Building Your Supply Chain Strategy: The Customer-Centric Journey Towards Supply Chain Excellence

BlueYonder

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. In Part II , we saw how seeking inspiration from retailers can help manufacturing companies to embrace customer-centricity.

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5 Tips for Supply Chain Planning in a Turbulent Environment

CHAINalytics

Almost every company is currently experiencing demand disruption. Food and consumer goods manufacturers along with their retail counterparts are dealing with unprecedented highs across consumer channels, while “non-essential” companies are being plagued with historical lows.

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Adapting in the Face of Change

Supply Chain Shaman

Growth agendas with the spiraling demand require cash, supplier shortages necessitate the shortening of payables, and the longer/more variable transport lead times decrease inventory turns increasing the need for cash. To make the point, let us start with a discussion on Consumer Products manufacturing. The answer?