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'Supply chain thinking enables managers to understand that indirect greenhouse gas emissions (i.e., those from the supply chain) often represent the lion’s share of a company’s total emissions. The Carbon Disclosure Project (CDP) has now published its Supply Chain Report 2012. CDP Supply Chain members are about 50 companies who are requesting climate information from their suppliers.
'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.
'With M&A season in full swing, there’s a new epiphany driving (and nixing) acquisitions that goes far beyond the typical high-level revenue and cost savings projections. Market volatility is ruling today’s economy, making timely acquisitions difficult. Complicating M&A negotiations are commodity prices – like metals, oil, food, and real estate – which are trading far outside of typical ranges.
ChainLink Research and SupplyChainBrain just released “ Business Priorities 2012 – Research and Results ” which takes a look at where companies will invest in the coming year. The report provides a cautionary, optimistic view of the coming months saying, “Many unsettled issues are still outstanding […]. And yet, our respondents do expect business expansion and intend to invest to make it happen in 2012.” While the economic climate may be uncertain, many compan
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.
EcoVadis recently partook in a panel discussion and subsequent e-book publication by Sustainable Business Forum on how to leverage the supply chain for competitive advantage. Co-founder Pierre-François Thaler and Senior Analyst Nicole Sherwin speak specifically to the importance of data verification and collaboration with suppliers as key components for a successful sustainable procurement program.
If you wake up one day in an industry where 90% of your products’ revenues are generated in the first three months, you don’t have enough historical data to generate an accurate statistical product forecasts, and your global sourcing and manufacturing networks create long lead times with high supply variability…congratulations, you have probably landed in the electronics sector.
Your supply chain mission: Improve service levels to the high 90’s. Increase inventory turns. Decrease obsolescence by 50%. No problem you say out-loud while you quietly ponder the multiple scenarios that might get you there. You could increase inventory to get you to the high 90s. But that will incur more cost. You can decrease inventory to improve turns and obsolescence but then you sacrifice service.
Consumer Goods Technology recently released its 2012 Consumer Goods Technology Reader’s Choice survey results. In Supply Chain Planning, Logility was voted highest in customer experience of all solution providers. This recognition highlights our dedication to developing supply chain software that exceeds expectations and drives tangible results for our customers.
Your supply chain mission: Improve service levels to the high 90’s. Increase inventory turns. Decrease obsolescence by 50%. No problem you say out-loud while you quietly ponder the multiple scenarios that might get you there. You could increase inventory to get you to the high 90s. But that will incur more cost. You can decrease inventory to improve turns and obsolescence but then you sacrifice service.
“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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