This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
'Who said supply chains are boring? Whenever I tell a friend, colleague or family member about my job as soon as the words "supply chain" are muttered I immediately see glassy eyes followed by a yawn or two. Little do they realize that every time they discard or recycle a carton of milk they are completing the end of the supply chain cycle. Without supply chains consumers would be stuck using products that they had to make or grow with their own two hands.
Whenever you set a goal, your natural inclination is to achieve it; swipe a line through it, and be done. Supply chain management is full of goals such as mounting pressure from the top to get costs down quickly. We tend to grab this bull by the horns with the intent of showing demonstrable results. But, sometimes grabbing the bull may be short-sighted, and to really achieve the goal we might need to first step back.
'Purolator, Canada’s leading integrated freight and parcel solutions provider, is pleased to announce that it was recently awarded Logistics Quarterly’s 2011 Third-Party Logistics (3PL) Sustainability Award for demonstrating leadership in sustainable supply chain practices. Purolator received the prestigious award at Logistics Quarterly’s Sustainability Study and Awards Symposium held in Toronto on July 14. “We live and work in every neighbourhood in Canada,” said Tom Schmitt, President an
'This post, written by Matthew Gardner, originally appeared on the Sustainserv blog. Sustainserv is a global CSR and sustainability consultancy. Sustainability in Your Supply Chain. In the past few years, we have witnessed a wholesale shift whereby businesses in just about every sector realize that sustainability is a topic that they must engage with in a credible and transparent manner.
The $53 trillion manufacturing economy in the US is undergoing a major automation paradigm shift due to Artificial Intelligence (AI). Thanks to new practical frameworks, automation projects that were once impossible or inefficient to implement are now being fast-tracked, and robotics automation is becoming increasingly relevant to a growing number of users and scenarios.
TriplePundit recently hosted a series on Stakeholder Engagement in CSR. EcoVadis CSR Analyst, Nicole Sherwin, weighed in on what true supplier engagement should look like. Supplier Engagement: Shifting from Defensive to Collaborative. Companies are only beginning to uncover the best practices for engaging suppliers on sustainability. With suppliers providing the major inputs for the operations of businesses, it would only make sense that companies would be eager to engage this specific stakehold
TriplePundit recently hosted a series on Stakeholder Engagement in CSR. EcoVadis CSR Analyst, Nicole Sherwin, weighed in on what true supplier engagement should look like. Supplier Engagement: Shifting from Defensive to Collaborative. Companies are only beginning to uncover the best practices for engaging suppliers on sustainability. With suppliers providing the major inputs for the operations of businesses, it would only make sense that companies would be eager to engage this specific stakehold
'Who said supply chains are boring? Whenever I tell a friend, colleague or family member about my job as soon as the words "supply chain" are muttered I immediately see glassy eyes followed by a yawn or two. Little do they realize that every time they discard or recycle a carton of milk they are completing the end of the supply chain cycle. Without supply chains consumers would be stuck using products that they had to make or grow with their own two hands.
'Kraft Foods (NYSE: KFT) announced today (June 30th) that Daniel Myers will join the company in September as Executive Vice President, Supply Chain. Myers, 56, will lead the functional groups that make up the company’s integrated supply chain, including Procurement, Manufacturing, Engineering and Customer Service and Logistics. He succeeds David Brearton, who is now Executive Vice President and Chief Financial Officer.
Strengthen your operations with the Supply Chain Resilience Checklist. This practical, easy-to-use tool helps your organization prepare for disruptions and ensure long-term continuity in an unpredictable world. Why Download: Identify and assess critical supply chain risks Ask the right questions to evaluate vendor preparedness Implement effective strategies to reduce vulnerabilities Improve communication, transparency, and coordination across your network What You’ll Learn: How to evaluate and m
'Every supply chain professional has had to make decisions with imperfect or not enough information at one time or another. While we would obviously prefer to have more information, and the best quality, this is a common issue that comes with the cost of collecting, maintaining, reporting and analyzing huge amounts of data. Companies have invested millions of dollars in systems and processes to track supply chain activities through their own operations.
“What should we do about the tariffs?” There’s no straightforward answer — every leader has a different expectation. CFOs want numbers. COOs want action. CEOs want strategy. And supply chain and procurement leaders need to be ready with the right response — fast. That’s why GEP has created a simple three-part framework that will help CPOs and CSCOs brief the board and C-suite with clarity and confidence.
We organize all of the trending information in your field so you don't have to. Join 102,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
124 
Let's personalize your content