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My Failure Of Using Design Thinking To Drive Supply Chain Innovation

Supply Chain Shaman

This post focuses on my failure to use design thinking to spark innovation with supply chain teams and my lessons learned. I studied design thinking for four years before facilitating a design thinking workshop. When I attempted to facilitate design thinking workshops on my own in 2015, I was bullish on the concepts.

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Supplier-Led Innovation Workshop

Supply Chain View from the Field

This was a one-time supplier collaboration example that enabled Nokia to remain a competitive force. Supply Chain Innovation Supply Chain Management Supply chain Relationships' These suppliers were not typically collaborators, and there was little trust. If so, you’re not alone. To see more, see: [link].

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Sustainable fashion workshop: building trust through transparency

Provenance

Join Provenance in partnership with the British Fashion Council for an intimate half-day workshop specifically designed for those fashion industry professionals working in small and medium-sized businesses that want to set a sustainable, transparent strategy. See how fashion innovators are already doing this! BOOK YOUR PLACE HERE.

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Supplier Motivation, A Key Component of Supplier Management

ivalua

They miss the huge opportunity of co-innovating with these businesses, especially startups, by failing to take a differentiated approach. This is a method medium-size companies have already integrated in their supplier innovation strategy. Is a strong supplier innovation strategy the key to additional growth points?

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Bridge the Gap Between Executive Alignment & Supply Chain Performance

Logility

For example, executives might underestimate the impact of accurate demand forecasting on reducing inventory costs, resulting in insufficient investment in necessary tools and technologies. This can be done through regular supply chain briefings and workshops.

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Executives see AI, Cognitive Analytics and Cloud as the Path to Innovation and Speed to Market

JDA software

While executives value their current toolsets highly, and maintaining legacy systems is their number 2 investment priority, the ability to collaborate and innovate are their two lowest-rated internal capabilities. They want immediate, measurable results and are launching pilots and visioning workshops to make this happen.

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DB Schenker – Singapore: A Vital Node in Singapore’s Logistics Ecosystem

The Logistics & Supply Chain Management Society

Continued Innovation even Amidst the Pandemic. This investment in equipping employees with future ready skillsets has put the organization in good stride to tackle the challenges brought on by COVID-19; allowing Schenker to accelerate investments and efforts in innovation even as many other organizations are struggling to stay afloat.

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