Remove Distribution Remove Manufacturing Remove Metrics Remove Supply Chain
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Why Organizational Alignment is Critical to the Supply Chain Response

Supply Chain Shaman

Let me explain, if you fill out one of my surveys on LinkedIn, I share the research results in front of the paywall (I believe that supply chain research should be readily available and not locked behind a paywall.) (If We are trying to assess the value of a network in managing contract manufacturing.)

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Crucial MRP Metrics Every Supply Chain Pro Should Know

SCMDOJO

This blog explains The Key MRP Metrics in Supply Chain whcih every supply chain professional in Manufacturing or Distribution Businesses. Supply chain professionals will be familiar with the term Material Requirements Planning (MRP).

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How can ERP benefit the manufacturing & distribution CFO?

SYSPRO Smarter ERP

Over the last decade, the role of the manufacturing and distribution CFO has undergone a profound shift. survey , 57% of manufacturing CFOs agree that proficiency and knowledge to create an effective plan to operationalize and transition the business into a digitalized and automated manufacturer is the most critical factor globally.

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The Value of a Manufacturing Control Tower in Industrial Equipment Manufacturing

DELMIA Quintiq

The widespread supply chain disruptions that happened when the global pandemic hit in 2020 highlighted several important lessons regarding manufacturing and supply chain visibility. Its cross-functionality enables it to serve as the central link between plants, warehouse, distribution and customers.

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Breaking Boundaries: Exploring Generative AI’s Impact on Supply Chains

The Logistics & Supply Chain Management Society

Breaking Boundaries: Exploring Generative AI’s Impact on Supply Chains Supply chains encompass many interconnected activities, from procurement, production, and inventory management, to logistics and distribution.

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Not To Be A Losing Pawn

Supply Chain Shaman

My client attempted to have a supply chain discussion to improve flow, and his executive group just did not get it. As a result, my client became a pawn to eliminate as he drove to his goal of supply chain improvement. Dan had a very manufacturing view and Fred focused on logistics. The metrics were not aligned.

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Just Jump

Supply Chain Shaman

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.