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I laugh when business leaders tell me that they are going to replace their current supplychain planning technologies with “AI.” Each supplychain planning technology at the end of 2024, went through disruption–change in CEO, business model shift, layoffs, re-platforming and acquisitions. The reason?
My head is wobbling with announcements, late-night Friday press releases, company name changes, and executive turnover in the supplychain planning market. Logility, a conservative company supplychain planning technology, historically had no debt and cash reserves of more than 80M, is undervalued in this deal.
Machine learning (ML)a specialized field within artificial intelligence (AI)is revolutionizing demand planning and supplychain management. These improvements directly strengthen the bottom line, making ML capabilities an essential component of modern supplychain management software.
Today, in supplychain planning, this could not be further from reality. In May 2025, one in seven home-purchase agreements fell through resulting in the cancellation of 56,000 purchase contracts. Supplychain was defined in 1982 as interoperability between source, make and deliver. The reason?
I find that most companies’ understanding of supplychain planning is immature, and that next week, at the Gartner SupplyChain Summit in Orlando, that many will don their Mickey ears to discuss what I consider outdated supplychain planning models. Here I share how to challenge the status quo.
(Most of the business networks were hollowed out by venture capitalists or purchased by opportunists. The supplychain planner role is the most dissatisfied of any employee in the supplychain, but most focus on improving engines using AI into conventional work processes. How to do this? This will not help.
In follow-up qualitative interviews, one of the largest issues with organizational alignment was metric definition and a clear definition of supplychainexcellence. To manage continuous improvement, companies need a clear definition of excellence and organizational alignment to that goal. What Drives Value?
In a recent research project, we found that 2/3 of companies had a digital supplychain transformation strategy; however, those that were evolving their strategy performed better during the early months of the pandemic than those that were “clear” on the project plan for a digital transformation. SupplyChain 4.0.
The Covid-19 pandemic tested the global supplychain. Like riding a bumpy road, the supplychain leader is riding the ups and downs of changing market conditions facing greater variability day-to-day. Here, based on interviews with supplychain leaders, I share lessons learned. It will not be over soon.
Retailers are currently charging customers only 80 percent of the overall delivery costs, which happens to be the most expensive part of the retail supplychain. The last mile is also the one part of the supplychain with the most potential for error.
”) So, I sat across from a stranger on a cold winter night, the only thing that we had in common was our experience in supplychain planning. . I started with, “How can I help you?” And won’t the supplychain follow suit?” Self-driving supplychains are an example.
In 2004, I worked with a Midwest North American meatpacker to help define its supplychain strategy. An enlightened leadership team wanted to be sure that the organization knew how to make money through bi-directional orchestration of the bill of materials. Consumers constantly change the mix preferences in purchases.
Companies of all sizes have been capturing the value from Global SupplyChain to increase the economies of scale and scope for years. In this article, we will show you tips from worldwide experts that you can use to streamline your global supplychain operations. However, you may wonder what kind of practices really work.
SupplyChain Planners Analogous to Secretarial Pools? At the time, many business leaders did not know how to type and had no idea how to use a computer. In my forty years of studying supplychain planning, the groups became larger, but with questionable results. Within a year, we eliminated the typing pool.
This is a story for the Eds, Franks, and Toms working together in supplychains across the globe. It is also a story for a young supplychain manager attempting to make a difference, but feeling stymied. The idea was so novel and counter to my project direction that I did not know how to react. The year was 1982.
According to O*NET OnLine, a supplychain manager earns $103,530 per year in average. This article will show you the best career advice from top supplychain recruiters. Here''s a blog post we did that goes into some more detail about how to write an accomplishment-based resume.
The establishment of efficient global supplychains has become critical to competitiveness. From raw material procurement to final product sales, these supplychains’ ability to minimize inventory through product life cycle controls and facilitate prompt product supply is every bit as important as product differentiation strategies.
As a supplychain leader, he is struggling how to dance in the ring of fire. The ring of fire is corporate politics at the executive level on supplychain performance. Each executive has a different perspective on the definition of supplychainexcellence, but they are never discussed and aligned.
Introduction Gardner, (1954) and Huntzinger, (2007) define Purchase price variance (PPV) as a metric used to measure the effectiveness of cost-saving efforts by calculating the difference between the planned cost (standard pricing) allocated for purchasing activities and the actual cost incurred.
The supplychain is knotted. Yesterday, @DamarqueViews asked me a question on twitter: “What do you think are the greatest barriers in the adoption of social technology in the supplychain?” I tried and tried to figure out how I could answer this question in 140 characters on Twitter. It is unruly.
When reviewing strategy decks for supplychain teams, I often see statements like “move from a functional-silo’d focus to a drive a more holistic response.” To help, I will ask, “How do you define value? ” Followed by “How are you organized, and what defines functional excellence?
Add to this the complexity of advanced chip design, prone to low yields and recalls, and the volatility of global tensions and tariffs, and you have a recipe for supplychain mayhem. The recent chip shortage, a stark reminder of supplychain fragility, is a ghost that continues to haunt the industry.
. <Bear with me… > Here I share a nine-step process in an attempt to help companies unravel the process for buyingsupplychain planning software. Let’s face a hard fact: the supplychain planning market is a mess. Most have purchased software, but are dependent on Excel spreadsheets.
Today, supplychainexcellence matters more than ever. During the pandemic, the supplychain discussions take new importance. While the supplychain technology market lost its allure at the start of the last decade, it is now cool again. The supplychain career is new. Reflection.
The supply network–shipments and production of trading partners–represents over 70% of the environmental impact of supplychain decisions. Networks take three forms–demand, design, and supply. Here I share insights on the sharing of supply data. PE Firm Buy-out and Consolidation.
But if you consider how many people think about supplychain software it’s like the old lumberjack and the chain saw. The chain saw was a revolutionary tool and if used right, could make a single man more effective than a team of two. One was how many customers were impacted by that delay. So, we did that.
Retailers are currently charging customers only 80 percent of the overall delivery costs, which happens to be the most expensive part of the retail supplychain. The last mile is also the one part of the supplychain with the most potential for error.
The article introduced the concept of self-service planning and challenged companies to rethink the concepts of supplychain planning. SupplyChain Insights Training, 2024 The Opportunity Based on my research, I believe there is an opportunity to reduce the number of planning roles by 80-85%. How to get started?
If the word collaboration was listed on a card as a drinking game at supplychain conferences, we would be drunk at many. While we speak of collaboration, the focus is on driving enterprise results not value in value chains. As complexity increased, we did not design the supplychain to absorb greater variability.
Understanding how your Procurement and SupplyChain KPIs are performing isn’t just a nice-to-have; it’s essential for survival and growth. Why You Need Visibility of SupplyChain and Procurement KPIs? Running procurement and supplychain without metrics is like driving blindfolded.
She wrote, “I have been working in the supplychain for 35 years, and we are still trying to solve the “demand” issue. Solving from a supply side seems to work for many companies I work with. Only 2% of companies are pushing forward in our SupplyChains to Admire analysis. I don’t know.
But what really gets the supplychain and warehouse managers in a sweat are extremely intense sales days or weeks such as the well-known Black Friday or Cyber Monday. Operational excellence systems for the best use of the human resource. This type of peak, however, can also easily be managed.
Supplychain shortages abound. The supplychain impact is unprecedented. In our recent survey on analytics, today 74% of companies are attempting to improve supplychain visibility (as shown in Figure 1). Projects Being Implemented as Part of a Digital SupplyChain Transformation Project.
Whether you’re an experienced vending machine operator or wondering how to start a vending machine business , one key aspect that cannot be overlooked is the efficient delivery of goods to your vending locations. A robust monitoring system generates insightful reports on customer purchasing patterns and demand trends.
by John Westerveld Over the years, working for and with numerous manufacturing companies, I’ve seen many supplychain practices that cost companies money. Over the next several weeks, I’ll outline these issues and discuss some ideas around how to avoid these practices. Reason #3 Not having end-to-end supplychain visibility.
Over the years, working for and with numerous manufacturing companies, I’ve seen many supplychain practices that cost companies money. Over the next several weeks, I’ll outline these issues and discuss some ideas around how to avoid these practices. How about excellent planning? Comment back and share!
Global supplychains are built on three assumptions: rational government policy, availability of transportation resources, and low variability. Supplychain leaders have little history to use as a guide to prepare. Before the pandemic, supplychain leaders experienced relatively free trade across borders in 2017.
Several factors contribute to customer loyalty, but providing excellent customer service—and a top-notch experience–is one of the most important in driving retention. 6 Examples of Excellent Customer Experiences. How does a great in-store customer experience boost loyalty? Image source: Ikea.
The Introduction of Smokeless Tobacco Products Complicated Philip Morris’s SupplyChain. This was done at a stock keeping unit level and for the entire manufacturing supplychain. At the end of 2019 that supplychain covered 38 PMI owned factories, 28 third party manufacturers, and more than 180 markets.
Goodman titled “ The SupplyChain, Reconfigured.” ” His narrative centers on the evolution of the global supplychain evolving with a focus on labor arbitration ignoring geographic distance and shipping issues. He recently wrote a book titled, “How the World Ran Out of Everything.” Not so today.
Despite the significant amount of effort involved in going from running a business on Excel spreadsheets to implementing an enterprise resource planning (ERP), they are very grateful that their efforts to improve their supplychain agility were underway when the pandemic hit. The Peet’s Coffee SupplyChain.
The consulting team pitches a theme–vision of supplychain best practices, big data analytics, or demand-driven value networks– to the executive team, and a new project is initiated. Question 1: What drives a Successful Implementation of SupplyChain Planning? Supplychain planning is now on its third decade.
While consultants know the answers (or believe they do), I believe my goal as a research analyst is to unearth new questions that should be asked (and answered together openly in the supplychain community) to improve value. In most supplychain projects we follow, we see an increase in blackholes. Blackhole Automation.
Most supplychain organizations recognize that their ERP solution does not deliver the functionality that they need to effectively model and plan their supplychain. What this approach did not do is validate the ability of the vendor’s solution to model the buyer’s supplychain and deliver value.
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