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Molex implemented a multi-enterprise supply chain network platform from SAP called SAP Business Network. Molexs story is interesting because they excelled at overcoming these cultural issues. The most common form of trading partner collaboration is purchase order collaboration. But getting there was not easy.
Background Most of the clients that I am working with are working on two large supply chain initiatives: Implementation of SAP RISE and Compliance with the EU Digital Product Passport initiative. I observe that organizations are unclear on outcomes and the definition of supply chain excellence. You are right. The reason?
Running a manufacturing business isn’t easy. That’s where a manufacturing ERP comes in. Manufacturing ERP (Enterprise Resource Planning) software integrates all your core business processes into one powerful platform. It’s a lot to handle. Let’s get started.
Aptean is orchestrating the Blue Yonder/E2open/Infor playbook of buying undervalued assets and milking the maintenance and Software-as-a-Service contracts with existing customers. OMP, like o9 and Kinaxis, benefited from the SAP’s APO migration failure. This is despite the strengths of the recent purchase of Optimity.
In May 2025, one in seven home-purchase agreements fell through resulting in the cancellation of 56,000 purchase contracts. Employees Cannot Get to the Right Data at the Speed of Business A war is raging between Oracle, Salesforce and SAP to automate supply chains. The ripple effects are pervasive. It is a landgrab of sorts.
In this research, 81% of brand owners and contract manufacturers primarily depend on communication through email and spreadsheets. Approximately 32% of manufacturing, across industries, is outsourced. Purchase order data, while not as important, has the smallest gap. PE Firm Buy-out and Consolidation.
It was funded by 50 large consumer products manufacturing companies (CPG). In the dawn of e-commerce, conservative manufacturers, anteed up $240 million in four months. In the height of the e-commerce craze, the marketplace offerings started with a focus on e-procurement. The stories border on the ridiculous.
However, what is clear from our recent study of 73 manufacturers using supply chain planning is that companies using best-of-breed solutions implement faster, achieve a quicker Return-on-Investment (ROI), and are more satisfied. It did not matter that most of them had integrated to SAP suites for over a decade. Was it intentional?
Avoid implementing Aera on top of an existing SAP APO implementation.) Advanced planning evolved with a focus on modeling manufacturing constraints. Initially, the output was published to procurement to design strategic buying strategies. Procurement became an island–isolated from the demand signal except for MRP.
Over his 30+ year career in the supply chain, Richard has worked with manufacturers around the world in operations, supply chain, and lean strategy roles to develop systems that can manage complex supply chains on a global scale. acquired by SAP). Richard previously founded and led Factory Logic, Inc. The Greenscreens.ai
One of my insights from doing the industry analysis for the Supply Chains to Admire each year is that smaller and less well-known companies outperform larger and better-known manufacturers. The analysis is biased toward large process-based manufacturers in the Gartner network. Is this success? I don’t think so. Learning Stalled.
This manufacturer produces plastic reusable material handling containers and plastic fuel tanks. The Company operates eighteen manufacturing facilities, nine distribution centers located throughout North and Central America. Mr. Baker spent over 34 years leading procurement teams at The Dow Chemical Company.
<Bear with me… > Here I share a nine-step process in an attempt to help companies unravel the process for buying supply chain planning software. They center on how to make a good decision in the purchase of supply chain planning solutions. Most have purchased software, but are dependent on Excel spreadsheets.
I am speaking to companies that are being held hostage to SAP HANA upgrades with 70% cost overruns and 60% time schedule expansion. Similarly, SAP Ariba frustration is mounting in the market. Yet, the IT team is still mandating SAP standardization. For many, mandating SAP is job security for the IT implementation team.
They excel in the four Ps of marketing. In contrast, a market-driven organization connects bidirectionally market-to-market to orchestrate the signals to shape demand and mitigate risk (buy-side to sell-side and back). The ends of the supply chain–both in customer and procurement– are fragile. Absolutely! Absolutely!
SmartOps was purchased by SAP. If you do a google search, you will find lots of accolades and positive press on the acquisition of SmartOps by SAP, but the Shaman is a skeptic. SmartOps entered the supply chain optimization market in 2000 and became an SAP partner in 2006. Inventory is now the primary supply chain buffer.
At Rockwell this includes all processes end-to-end except for manufacturing. In his role, Ernest owns strategic sourcing, materials planning, customer care, and logistics operations globally. As a B2B company, procurement management is essential. From a manufacturing perspective, products vary significantly in complexity.
As an analyst in the supply chain market for 15 years, I have written many articles on best-of-breed technology companies purchased by a larger company. While ToolsGroup and SAP (with the acquisition of SmartOps) are the nearest competitors, Terra prided itself on delivering better decisions through better math. The Path Forward.
This team was working on quality improvements and found that the flows crossed 117 disconnected documents in access, excel, and google analytics. These sources while functional are difficult to connect. Most deployments focus on functional excellence–manufacturing, transportation, customer service or procurement.
” Same for SAP HANA. My Point of View (POV) is that the best use case for SAP HANA is the in-memory capabilities for repetitive work. The translation of ripple effects of short supply, pricing, quality issues, and freight shifts affects how to source, make, and deliver processes should align. Test and Learn.
My takeaway is a serious concern by attendees on the impact of SAP RISE on global supply chains. Definition: “The RISE with SAP offering includes an AI-powered cloud ERP that’s managed and optimized by SAP. SAP is the maestro of charging customers for software upgrades. Source: AI Query What To Do?
At Rockwell this includes all processes end-to-end except for manufacturing. In his role, Ernest owns strategic sourcing, materials planning, customer care, and logistics operations globally. As a B2B company, procurement management is essential. From a manufacturing perspective, products vary significantly in complexity.
On Wednesday morning, when I finished speaking at the Foundation for Strategic Sourcing in Fort Lauderdale, an executive from J&J pulled me aside and said, “Our strengths, are now our vulnerabilities.” Likewise, this is not something you can expect from partnering with SAP, Oracle or Infor. Many feel overwhelmed.
At the time, DuPont, now acquired by DOW, boasted externally on internal adherence to SAP standardization for decision support. Notice how the water turns from blue to brown in Figure 3 with the lack of demand translation capabilities within the enterprise for manufacturing and logistics. Let me explain. Mistake #3. My challenge?
The second generation of solutions were built and marketed by Enterprise Resource Planning technology companies like SAP and Oracle. Tomorrow, I get to deliver this message to a large manufacturing client. Instead, he wants to drive supply chain excellence and build the metrics that matter. The book is a story.
The third issue is the lack of understanding that global processes–to maximize the economies of scale in transportation and material buying–need strong governance. This allows shared services of procurement and transportation to function smoothly to achieve the economies of scale. Planners need time to plan.
ThroughPut AI SAP Integrated Business Planning Oracle SCM Cloud Blue Yonder Kinaxis RapidResponse Infor Nexus E2Open Manhattan Associates Epicor SCM Logility Anaplan Odoo Coupa HighJump (Körber) 1. Which is the Best Supply Chain Management Software in 2025? Review the features and benefits of these tools below.
Effective inventory management is crucial to reducing costs in any manufacturing business. This is particularly true in the food manufacturing industry, which characteristically has a high volume of products stored, and an urgent need to fill existing client orders to match ongoing consumer demand.
However, in the polling data in the APICS webinar, we found that over 70% of the respondents had deployed solutions from the ERP-expansionists (either SAP or Oracle). Today, SAP and Oracle have market share dominance; however, the data is clear. The research is a study of large manufacturers. The answer is interesting.
The focus is on the role of supply chain finance in driving supply chain excellence. The design of the conference includes tours of several modern warehouses and centers of excellence. The number one question that I am asked today by manufacturers across all industries is “How can I improve customer service?” Background.
To drive global scale, companies need to design the supply chain to buy globally and execute locally. Shipping approximately 400 million selling units consisting of 700 million manufactured units per year, Carter’s employs about 4,000 employees at its peak. In my experience, technologies like SAP are rigid. Is it elegant?
Today, 7% of order and purchase order flows move through business networks. The event will be invitation only for fifteen manufacturers and fifteen technologists. Lora thinks that we are never too old to learn or to push for excellence. For access to the report on business networks reference this r eport. The gaps are large.
The majority of manufacturing and retail companies want better performing supply chains. My view is that both SAP and the large consulting organizations perpetuate a very functional view of supply chain management which is detrimental to building effective value networks. A Critical Review of the Contract Manufacturing Model.
I also worked in manufacturing during the period of 1978-1992 trying to plan demand. Most demand planning happens in Excel Ghettos not in the expensive technologies implemented in 90% of manufacturing companies. Test new solutions against the traditional demand sensing providers of E2open (Terra Technology), SAP and ToolsGroup.
I think that IBM, HP, Microsoft, Oracle, SAP and Teradata are victims today in the information technology sector. He discussed the adoption of the steam engine and the electric motor in the manufacturing sector. Today, we take these technologies for granted, but the electric motor was the genesis of the horizontal manufacturing plant.
At the time, I was working with two large manufacturing companies that were not clear on the definition of supply chain visibility. Examples include E2open, Elemica, GT Nexus (now owned by INFOR ), and SAP Ariba. As shown in Figure 2, few orders and purchase orders flow hands-free. Investments in ERP are not the answer.
Demand signals include shopping trends, digital footprints of shopping online or looking at recipes, talking to their neighbors and friends on social media, buying habits, and consumption data. The time in human labor and cashflow researching and identifying what these deductions are cost both the retailer and the manufacturer significantly.
Executive, after executive, lament, “They have purchased many technologies and sponsored many projects to reduce inventories, but they are not seeing results.” The companies with the greatest market share—Oracle and SAP—have the weakest references. As a result, buyers should buy based on today’s functionality.
Distributors will inbound to a manufacturer the inventory needed and transportation management, especially inbound freight management, efficiency is paramount to an effective vendor managed inventory model. No Purchase Orders were used. The Ford Motor Company led by Henry Ford and The Toyota Manufacturing Company led the way to VMI.
Trade promotion, almost two centuries old, was used as an incentive for the retail channels to buy enough product to keep the shelves stocked with the brand and reach the local shopper with the message of price and where to buy. One of their largest is SAP. These are aptly named Demand Signal Repositories or “DSR’s.”
If you can imagine the typical supply chain, you would expect it to be comprised of customers, suppliers, and potentially one or more levels of integrated manufacturing facilities. You could assess impacts to inventory, margin, cost of sales, new purchases, capacity…all within seconds, all within a single system.
Manufacturers often need functionality specific to their industry. Manufacturing ERP provides more value as it has business and manufacturing operations modules. The eight use cases below show how these unique companies benefit from the implementation of manufacturing ERP. It will more than double its staff.
ERP systems are designed to integrate transactions from finance, human resources, procurement, operations, sales and marketing, logistics, and other functions in a firm. They have been touted as the key to manufacturingexcellence and supply chain integration… But what is the real ROI on ERP system implementation?
The evidence is in; and it appears that consumer products manufacturers now have a wide range of choices for both cloud and on-premise solutions to managing the second largest line item in the company P&L. Digital transformation is evident in the vendor landscape for trade promotion management today. User Interfaces. Beautiful.
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