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
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.
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?
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.
<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.
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.
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.
In the process, there is a fine line between marketing hype and overpromising, making buying difficult. For example, I am working with a client that has deployed Ariba from SAP, GT Nexus from Infor, Everstream, and Project 44. For many tech providers, the message often becomes a religious argument. Who has the best approach?
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. While there is work within SAP to rethink SNC and use the assets purchased with Ariba to build multi-tier capabilities, the progress is not encouraging.
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.
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
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: Purchase price variance and procurement cost. Over time, this changed.
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.
” 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. Or mine supplier shifts to build alternate buying plans. The problem with supply chain planning is that it is, by definition, not repetitive work. Test and Learn.
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.
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. It was painful. I listened.
At Rockwell this includes all processes end-to-end except for manufacturing. From a manufacturing perspective, products vary significantly in complexity. Solutions, for example, can take from 12 to 16 weeks to manufacture. The company understands global manufacturers’ problems because they are one.
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). We have built transactional buying relationships. Yes; someday it will happen, but not any time soon.
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. At Dow, Mr. Baker had Purchasing experience in raw materials, and logistics for their plastics supply chain.
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.
Here are my predictions for 2018: Supply Chain Excellence as We Know It Is Redefined. Supply chain excellence definitions evolve as companies explore the Art of the Possible. Manufacturers and retailers are bundling goods and services to drive solutions. The differences between retailers and manufacturers will continue to blur.
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.
Through digital marketing, small brands are cropping up all over, and it is sentiment analysis and digital content driving purchases. Instead, companies need to build it into digital process redefinition like digital path-to-purchase, digital procurement, digital agriculture, digital manufacturing or digital service.
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. Without this discipline, the global organization cannot actualize buying power in procurement or lower costs and improve costs/customer service in transportation.
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?
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?
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 Rockwell this includes all processes end-to-end except for manufacturing. From a manufacturing perspective, products vary significantly in complexity. Solutions, for example, can take from 12 to 16 weeks to manufacture. The company understands global manufacturers’ problems because they are one.
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.
In the 1990s, I transitioned from managing an emerging supply chain organization at a mid-sized manufacturing company to working for a supply chain planning company. As we walked, I reflected and kept asking Scott, “How can we optimize outcomes if companies are not clear on what defines excellence?” A Walk That I Often Remember.
In the 1990s, I transitioned from managing an emerging supply chain organization at a mid-sized manufacturing company to working for a supply chain planning company. As we walked, I reflected and kept asking Scott, “How can we optimize outcomes if companies are not clear on what defines excellence?” A Walk That I Often Remember.
This team was working on quality improvements and found that the flows crossed 117 disconnected documents in access, excel, and google analytics. Most deployments focus on functional excellence–manufacturing, transportation, customer service or procurement. Figure 1 is a picture from a client. Organizational talent.
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.
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.
Today, 7% of order and purchase order flows move through business networks. However, inter-enterprise communication moves largely by email. ” Smiling and nodding in agreement, he said, “ It is frustrating,” He continued, “Why is SAP not doing more with Ariba? ” I said, ” I understand.”
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.
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.
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.”
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.
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.
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.
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.
Let's personalize your content