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'When Oliver E. Williamson published his article Outsourcing: Transaction cost economics and supply chain management (2008), he confronted SCM research with uncomfortable questions. Surprisingly, it took four years until the first SCM researcher, Paul Zipkin, published A Reply to Williamson’s “Outsourcing …” (Production and Operations Management, Vol. 21, No. 3).
'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.
The Good. $100 million – Amount Proctor & Gamble saved in just the beauty division from multi-echelon inventory optimization ( Link ) ( Video ). $50 million – Total savings HP realized from MEIO as well as a 30% inventory reduction ( Link ). 27% – Amount Stanley Black & Decker’s reduced its finished goods inventory ( Link ). 26% – Amount Boston Scientific reduced their inventory ( Link ). $20 million – Savings achieved by Kraft Foods ( Link ).
'As companies seek to achieve smarter commerce and put their customers at the center of their commerce processes, one of the primary challenges they face is dealing with complicated and extended supply chains. With the complexity and volatility of today’s supply chains, companies are turning to supply chain analytics to optimize their networks on a more frequent basis.
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.
As a CSR analyst, I’ve seen a number of Code of Ethics and anti-corruption policies in the last year that outline the UK Bribery Act to employees. In many ways this can be seen as the first step in a company’s due diligence procedures required by the legislation. It’s also a demonstration that it’s working. Or perhaps this is a little pre-emptive. But much has been written about the ambitiousness of the UK Bribery Act, and this has been rightly earned.
As a CSR analyst, I’ve seen a number of Code of Ethics and anti-corruption policies in the last year that outline the UK Bribery Act to employees. In many ways this can be seen as the first step in a company’s due diligence procedures required by the legislation. It’s also a demonstration that it’s working. Or perhaps this is a little pre-emptive. But much has been written about the ambitiousness of the UK Bribery Act, and this has been rightly earned.
'I wish to call attention to an article by Parmigiani and Rivera-Santos, which was recently published in the Journal of Management: Clearing a path through the forest: A meta-review of interorganizational relationships. The authors conduct a review of reviews (meta-review) that were concerned with forms (i.e., alliances, joint ventures, buyer–supplier agreements, licensing, co-branding, franchising, cross-sector partnerships, and networks) and theories (i.e., organizational economics and organiz
'RILA Urges Congressional Action to Avert National Railroad Shutdown: Work stoppage could disrupt retail supply chains well into 2012. The Retail Industry Leaders Association (RILA) is calling on Congress to step in to avert a work stoppage that would disrupt retail supply chains during the holiday shopping season and well into 2012. A breakdown in negotiations between the National Railway Labor Conference and railroad negotiators could lead to a nationwide shutdown on December 6.
“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.
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