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Do No Harm…

Supply Chain Shaman

Despite two decades of advancement in supply chain technologies, companies are struggling to gain balance at the intersection of operating margin, inventory turns and case fulfillment. My goal is to understand the impact of technologies and processes. Today, we have a number of burning platforms. It is easier said than done.

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Market Beat. Four Thumbs Down and One Thumb Up.

Supply Chain Shaman

Today, supply chain excellence matters more than ever. While the supply chain technology market lost its allure at the start of the last decade, it is now cool again. The discipline, first defined in 1982, includes source, make, deliver, and planning functions. The supply chain technology market is responding.

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Reinventing Supply Chains: Focus on Human Factors

Supply Chain Shaman

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). Supply chain was defined in 1982 as interoperability between source, make and deliver.

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Demand Planning: Whipped And Chained by Tradition

Supply Chain Shaman

The issues are largely rooted in politics and the lack of clarity on supply chain excellence. However, few measure it, and no technology is available to drive a learning engine to minimize the bullwhip impact. Or planned orders to purchase orders?) To accomplish this, make a date with your planning technology provider.

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Uh-Oh! Insights On How P&G Failed And What This Means For You

Supply Chain Shaman

Supply chain excellence is easier to say than to explain. At each company, there is a relationship between the metrics of growth, margin, inventory, customer service, and asset strategy. The culture is dominated by “lifers” and technology investment is conservative. The reason? Discontinued in 2011.

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Reflection: The Journey to be Market Driven

Supply Chain Shaman

Traditionally, companies focus on the use of enterprise data — orders and shipments, which usually has a two- to four-week demand latency (the time from channel purchase to order receipt) and a 2-to 3-month market latency (the time from the market trigger to the translation into an order). It does not fit into traditional supply chain models.

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Supply Chain Resilience. Really?

Supply Chain Shaman

The ability of an organization to deliver reliable and consistent results for revenue, margin, customer service, and quality in the face of demand and supply variability. No technology in the market measures inventory health. Maximize the value of the purchase order flow data already in the existing networks. (A