Logility
AUGUST 14, 2023
When it comes to implementing supply chain 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.
ivalua
JUNE 14, 2023
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.
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Logility
AUGUST 4, 2023
Whether your definition of value includes on-time, in-full (OTIF), inventory reduction or optimization, transportation spend, speed of decision making, supply chain costs, net working capital, or a myriad of other value measures, you know your business better than anyone.
ivalua
NOVEMBER 25, 2020
As a result of the disruption, cost management and supply chain visibility were suddenly top of mind for executive leadership teams. . To stay relevant, Gartner suggests documenting all the ways procurement projects align with business priorities during recovery and beyond. Help staff sell procurement’s value during recovery.
The Logistics & Supply Chain Management Society
AUGUST 14, 2023
Supply chain data can be challenging to manage due to its unstructured or semi-structured nature and the need to integrate new data sources. To ensure successful integration, they should create a plan with timelines, resources, and evaluation metrics (refer Figure 2).
SupplyPike
APRIL 10, 2020
Supply chain visibility is crucial during this time, and as such, paper documents are out. Digitization of paperwork helps with managing supply chain risk and visibility. Bills of Lading (BOLs) and Proofs of Delivery (PODs) are usually physical documents, but technology such as EDI can help reduce the paper trail.
Logility
APRIL 3, 2018
Start with documenting the “As-Is” process capabilities and corresponding key performance metrics. Envision the “To-Be” process capabilities and desired performance metrics through benchmarking, group brain storming sessions, and alignment to business strategy and direction. Additional Reading.
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