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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.
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.
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.
Technology can change or even improve work. We are not designing work with the human factor in mind. The goal of human factor process design is to make it easy for employees to do the right thing (and hard to do the wrong thing). Today, in supplychain planning, this could not be further from reality.
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.” ” Followed by “How are you organized, and what defines functional excellence? And, how do you tie functional excellence to corporate value?”
Today, I speak at the North American Manufacturing Association, Manufacturing Leadership Conference, in Nashville on the use of data to improve supplychain resilience. Background The Council of SupplyChain Resilience met for the first time this month. What is supplychain resilience?
”) 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. . And won’t the supplychain follow suit?” The perspective of a manufacturing leader is quite different than that of a business leader in logistics.
Today, supplychainexcellence matters more than ever. During the pandemic, the supplychain discussions take new importance. While the supplychaintechnology market lost its allure at the start of the last decade, it is now cool again. The supplychain career is new. Reflection.
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.
Supplychainexcellence is easier to say than to explain. Executive teams strive to drive improvement in supplychain results; yet, sadly, only four percent of public companies succeed. The supplychain is a complex non-linear system. Now, I view the company as a supplychain laggard.
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. Many systems without interoperability.
The attendees were sitting on the edge of their seats to hear about the next release of Llamasoft software. Design as a Standalone Process. Today, Llamasoft, and the management of design processes, is no laughing matter. Today, supplychaindesign has become a process all to its own. The theatre was packed.
Today, nine out of ten supplychains are stuck. Despite two decades of advancement in supplychaintechnologies, companies are struggling to gain balance at the intersection of operating margin, inventory turns and case fulfillment. Like an artifact, I have kicked around in the supplychain space since the 1980s.
It’s a holistic approach that blends strategic planning, streamlined processes, and the right technology to transform your warehouse into a well-oiled, profit-generating machine. Eight proven optimization strategies, combining technology, best practices, and sustainable solutions.
Supplychain efficiency is the cornerstone of success and involves the effective management of processes, resources, and technologies from procurement to production, transportation to warehousing. In the automotive sector, manufacturers are simultaneously reducing inventory costs and delivery times.
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 find the evolution of social technologies, and the promise of social, exciting for the supplychain.
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. I asked companies to “Navigate through the hype focusing on the feasibility of scope and technology.” The stories border on the ridiculous. Marketplace Rebirth.
In 2004, I worked with a Midwest North American meatpacker to help define its supplychain strategy. Consumers constantly change the mix preferences in purchases. Somedays, the focus is on steaks or ribs and the next on the purchase of ground or cubed meat. What do I mean? To illustrate, let me share a story.
Wikipedia Unleashing the Contrarian Here are my thoughts this morning over coffee: Gartner Top 25: Really A Celebration of SupplyChain Leadership? Designed to lift the profession and celebrate supplychain results, I struggle to find that the methodology supports either objective. I don’t think so.
Supplychain shortages abound. The supplychain impact is unprecedented. Importers are trying to push 30 percent more thru a system that is running at 70 percent throughput aainst the old level. I volunteered to write a report on supply visibility. The list goes on and on. Let me paraphrase the situation.
During the 1980s, I was on a management team for a large manufacturer. The Company was attempting to gain economies of scale by grouping manufacturingtechnologies within a common infrastructure to reap the benefits of a co-generation facility, a centralized warehouse, and a talented administrative team. Why Jump Now?
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.
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. I know that your primary focus is procurement. Or planned orders to purchase orders?) I don’t know.
Michael Jacobs, Senior Vice President SupplyChain, Ferguson. Mr. Jacobs is the senior vice president for supplychain at Ferguson. While nominally a distributor, “supplychain management is our core competency. In particular, Ferguson’s supplychain is built for speed and to provide high service levels.
They need visibility across multiple internal systemslike ERP, CRM, and financial platformsand even external sources shared with suppliers, partners, and customers. Thats why modern BI systems are quickly becoming the go-to solution for data-driven enterprises. But lets be clear: not all BI platforms are created equal.
Richard is the CEO of LeanDNA , a purpose-built analytics platform for factory inventory optimization. About Richard Lebovitz Richard Lebovitz is the CEO of LeanDNA , a purpose-built analytics platform for factory inventory optimization. Richard previously founded and led Factory Logic, Inc. acquired by SAP).
The Introduction of Smokeless Tobacco Products Complicated Philip Morris’s SupplyChain. Dr. Alexandros Skandalakis – the Director Global Manufacturing Capacity, Strategic Assets and Capital Expenditures at Philip Morris Products S.A. The tobacco industry is changing. Traditionally, the industry has been stable.
Waves of hype pass through supplychain narratives. and digital supplychains. and digital supplychains. A Closer Look at Digital For a decade, I have struggled to get a clear definition on the digital supplychain. Thought leaders push concepts. Tech companies rally. I don’t think so.
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. This is why I host training twice a year to challenge existing technology paradigms. Back to John.
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. Frank, the line manager for manufacturing, dominated the meetings. Sharing My Experience. The year was 1982.
. <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 purchasedsoftware, but are dependent on Excel spreadsheets.
The basic frame of supplychain planning–functional taxonomies for optimization on a relational database–must be redesigned before supplychain leaders can reap the benefit of deep learning, neural networks, and evolving forms of Artificial Intelligence (AI). I term this our data jail.
by Trevor Miles I have been in the advanced planning and scheduling (APS) space since 1995 when I joined i2 Technologies in Europe. Before that I was in management consulting doing what would be called supplychaindesign or reengineering today. Let me start with the confusion between planning and execution.
CAGR , the global supplychain management software market is expected to touch USD 50 billion by 2032. This one figure speaks volumes about how organizations worldwide want access to the best supplychain management tools to boost efficiency and value in their distribution and logistics network.
Let’s start with the definitions: Graph AI uses Machine Learning on graph-based technology to understand the relationships between variables to drive insights. Graph technology leverages graph structures to represent and store data. The design is a specific use case. Let’s have fun! ” Same for SAP HANA.
I interviewed John Sobeck, Vice President Material Management Services and SupplyChain 4.0 at the ZF Group, about their digital supplychain transformation journey. This technology company is headquartered in Friedrichshafen, Germany. This technology company is headquartered in Friedrichshafen, Germany.
He was designed to be agile. Your supplychain needs to be agile too. The best supplychains are also designed for purpose. And, how do I design for agility?” It requires design. For mature supplychain organizations, it is a natural extension of six sigma. Is it S&OP?
The global supplychain that we know today is built on three assumptions: rational government policy, low variability, and availability of logistics. The impact varies by supplychain sector and value chain. The impact varies by supplychain sector and value chain. Does this solve the problem?
Amsterdam, NL – aim10x Europe, hosted by o9 Solutions, brought together more than 300 senior leaders from supplychain, commercial, and IT functions for a focused day of discussion on digital transformation. This experience highlighted the need for disciplined data stewardship as a prerequisite to technology adoption.
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. The populist narrative of sourcing globalization is only part of the story.
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.
Bottom Line : In 2021 and beyond, customers are voting with their dollars for the manufacturers who excel at sustainable manufacturing and make a positive contribution to the environment, dominating B2B supplychains and B2C purchasing decisions.
At that time, manufacturers talked about customer-centric supplychains, but were afraid to aggressively adopt ecommerce strategies. Manufacturers, today, are aggressively pursuing e-commerce strategies. If you are going to be excellent at ecommerce fulfillment, you need to have great perpetual inventory capabilities.
At the end of a long day of a strategy session on supplychainexcellence with a client, I needed to fill up some time in an agenda. Over the last decade, I find fewer and fewer companies understand supplychain planning. Over the last decade, I find fewer and fewer companies understand supplychain planning.
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