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.
com-plex-i-ty [k uh m- plek -si-tee]. - noun, the state or quality of being complex; intricacy. Source: Dictionary.com. As today’s networks grow and interaction with partners across the world becomes the norm, it is your ability to identify complexity and then develop a strategy to manage it that can make or break your competitiveness. Managing complexity is almost like looking at your reflection, it forces you to look within.
'Sony said on Tuesday shortages of parts and materials would force it to reduce or suspend production at five additional plants in Japan following the catastrophic earthquake this month. The plants, mostly in central and southern Japan, make products from digital cameras and video cameras to televisions and microphones, the company said in a statement.
The IT and telecommunications sectors have long been at the forefront of sustainable procurement, yet the pressure to successfully actualize sustainable practices along each stage of the supply chain (raw materials, manufacturing and end-of-life recycling) is intensifying. Beyond all the existing issues of diminishing raw materials, electronics companies source minerals such as cobalt, coltan and copper in countries that are often marred by corruption and civil war.
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.
The prophets of lean manufacturing methods usually scorn planning systems. ERP and Advanced Planning Systems (APS) systems stochastically propagate a combination of hard demand and forecasts through the supply chain. Demand signals are ignored and individual inventory buffers are based on lead times and lot size requirements throughout the supply chain.
For more than a decade, the idea of a close working relationship between trading partners has been one of the Holy Grails of the supply chain. Information moving seamlessly…everyone knows what the other is doing…bottlenecks removed…a Utopia of sorts. But, are we there yet? IndustryWeek recently highlighted a new book, The New Supply Chain Agenda , which outlines the five steps to drive value.
For more than a decade, the idea of a close working relationship between trading partners has been one of the Holy Grails of the supply chain. Information moving seamlessly…everyone knows what the other is doing…bottlenecks removed…a Utopia of sorts. But, are we there yet? IndustryWeek recently highlighted a new book, The New Supply Chain Agenda , which outlines the five steps to drive value.
Wouldn’t it be great if we could see around the corner, to posses that magical ability to anticipate what’s at the next intersection? On the road, we now have cars that can see around a corner, let you know what is ahead and prepare for any changes in conditions. You, the driver, are no longer limited by what you see straight ahead. With improved visibility, you quickly adjust and successfully navigate whatever the road throws your way.
Yes, a better supply chain is just three steps away. And, no, I am not going to try to sell you a companion book for $29.95 plus shipping and handling. It is no secret there is increasing pressure from customers, competitors, internal management, and others to create additional efficiency throughout the supply chain. After speaking with end-users from several industries and geographies, we uncovered three best practices for a more productive and cost effective supply chain. 1.
Sales and operations planning (S&OP) is a process designed to unite all key constituents across the enterprise to a single goal. Senior level executives responsible for sales, marketing, materials/procurement, manufacturing, transportation, supply chain, and finance (to name a few) meet to consider the needs and constraints of each of their respective areas in light of overall company objectives, and agree on an operating plan for the next month, quarter and year.
Ruggedly independent, yes, but they know they can rely on each other, too. Butch Cassidy was all brains and vision, while Sundance had good looks and the fast draw. Luke was innocent and highly intuitive, while Han was rakish and resourceful. The classic buddy movie is based on a perfect synergy of two very distinct characters, and when Hollywood starts to cast that big supply chain epic (any day now), they should go with Network Design and Inventory Optimization as their Hope and Crosby.
Inventory optimization (IO) has become an increasingly important topic of late as companies try to balance inventory (amount, location, etc.) with erratic demand and supply variability. Following the inventory slashing practices during the global financial crisis, many were left unable to respond quickly and cost-effectively to a rise in demand, leaving these companies at a disadvantage.
How to excel at the Replenishment Shuffle. One of the most profitable moves a supply chain team can make is optimizing replenishment in a multi-tiered distribution network (manufacturer to DC, DC to Retailer, etc.). I have found many companies miss the boat with a single-echelon approach that simply replenishes the warehouse or the DC separately. This doesn’t optimize the multiple tiers inherent in a supply chain.
Walmart Wammy Teaches a Lesson in SKU Rationalization. To rationalize or not to rationalize: that is the question. According to CFO.com , Walmart thought it had the right answer by cutting back “vast numbers of underperforming stock-keeping units” in 2009. In the stores, customers saw a narrower range of products and more private-label products, so…they shopped elsewhere.
The weather, even here in Atlanta, has been crazy and the thought of Spring and its warmer temperatures makes me long for my childhood home in South Florida. Just the other week we saw upwards of 7 inches of snow here, which closed the city for four days! Many of you have dealt with several feet. So, it is no wonder the idea of Florida right now is quite enticing.
“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.
VMI is back. While many have spoken of its demise, lately I have found myself engaged with customers, press and analysts about its resurgence. I also have an article set to appear in the Journal of Business Forecasting as well as a whitepaper on the topic, What You Need to Know About the New Collaborative VMI. This is clearly a subject area, similar to S&OP and inventory optimization , that is top of mind for many industry leaders.
'Toyota said it expects to halt production at some of its North American factories due to shortages of parts from Japan following the devastating earthquake. The automaker said it was unclear which facilities would be affected or how long the suspension might last. The impact should be limited because the majority of parts used by its North American factories come from suppliers in North America, Toyota said.
'Activant Solutions Inc., a leading technology provider of Enterprise Resource Planning (ERP) software for distributors and specialty retailers, shared its vision for using ERP systems of record in combination with social media to help wholesale distributors improve efficiencies, customer engagement and collaboration at Summit 2011, held in Orlando, Florida, earlier this month.
'Global biopharmaceutical company, Bristol-Myers Squibb, has chosen Exel as its third-party logistics provider handling its U.S. distribution. As part of the contract, Exel purchased the existing Bristol-Myers Squibb distribution centers in Mount Vernon, Ind., and will take over operations in the second quarter of this year. Exel will provide logistics operations and finished goods distribution services including storage and distribution of cold and non-cold chain products, clinical trials, samp
Speaker: Andrew Skoog, Founder of MachinistX & President of Hexis Representatives
Manufacturing is evolving, and the right technology can empower—not replace—your workforce. Smart automation and AI-driven software are revolutionizing decision-making, optimizing processes, and improving efficiency. But how do you implement these tools with confidence and ensure they complement human expertise rather than override it? Join industry expert Andrew Skoog as he explores how manufacturers can leverage automation to enhance operations, streamline workflows, and make smarter, data-dri
Consumer Goods companies appear to be “tool-challenged” when it comes to inventory optimization (IO). At least that is what they think based on a recent survey conducted by Consumer Goods Technology , “ Inventory Optimization—Delivering more than just Inventory Reduction.” Four statistics pulled from this report deliver a clear message regarding the industry’s need for better inventory optimization tools.
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.
133 
Let's personalize your content