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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.
However, as carbon taxes and emissions reporting requirements continue increasing, supplychain professionals face mounting pressures from inside and outside their organizations to measure and improve performance against new, nebulous sustainability metrics. Sustainability is high on the list of favorite corporate buzzwords.
The formula for OTIF is: Measuring a supplychain against OTIF metrics is a key strategy that helps decision makers attach a tangible value to the success of their fulfillment and allows them to determine key strategies. Timely information is critical, as data older than a few days can lead to costly supplychain disruptions.
Building a software company is hard work. The supplychain planner role is the most dissatisfied of any employee in the supplychain, but most focus on improving engines using AI into conventional work processes. How to do this? How do you drive value? How do I train and maintain the logic?”
In follow-up qualitative interviews, one of the largest issues with organizational alignment was metric definition and a clear definition of supplychain excellence. In my post Mea Culpa, I reference my work with the Gartner SupplyChain Hierarchy of Metrics. What Drives Value?
If you’re exploring procurement technology, chances are you’re not just looking for a better tool – rather, you’re looking for a smarter, scalable strategy. AI, automation, and generative tools are redefining efficiency, allowing procurement teams to move from reactive to proactive decision-making.
If you’re evaluating procurement technology or exploring ways to drive more value from existing systems, chances are you’re looking beyond tactical fixes – you want a smarter, scalable strategy. A fragmented approach that lacks the infrastructure, integration, or automation for supporting repeatable, enterprise-wide analysis.
Machine learning (ML)a specialized field within artificial intelligence (AI)is revolutionizing demand planning and supplychain management. These improvements directly strengthen the bottom line, making ML capabilities an essential component of modern supplychain management software.
The global supplychain landscape is undergoing significant transformations, influenced by rapid technological advancements, shifting consumer expectations, and the intricacies of international commerce. Developing Analytical Skills Data analysis is at the heart of effective supplychain management.
Federal Reserve Bank of New York, Global SupplyChain Pressure Index, [link] What can you do? Measure it (both demand and supply) and use the insights. Each saw the need to change and not dwell on the loss of the position as they knew it, but to embrace the potential of new opportunities stemming from the technology inflection.
The global supplychain is built on three assumptions: rational government policy, availability of reasonably priced logistics, and low variability. In March 2023, the Global SupplyChain Pressure Index fell to the lowest level since November 2008. Over the past three years, supplychain cycles shifted.
Supporting hypergrowth while reducing supplychain logistics emissions is not an easy feat. The Coupa solution enabled the Microsoft teams to achieve a 60% reduction in carbon emissions from North American trucking over our projected baseline in their forward supplychain while supporting growth based on speedy deliveries.
The Connected SupplyChain. Drip Digital SupplyChain. Autonomous SupplyChain Planning. Self-Healing SupplyChains. Touchless SupplyChains. Small companies outperform large companies, and the marquee customers of major supplychain planning technology providers underperform.
” Here is an excerpt from the article: “…it isn’t by becoming more efficient that the supplychains of Wal-Mart, Dell, and Amazon have given those companies an edge over their competitors. According to my research, top-performing supplychains possess three very different qualities. The gap was large.
Ever feel like your supplychain is a tangled mess of spreadsheets, frantic phone calls, and last-minute scrambles? It’s the key to transforming your supplychain from a source of frustration into a well-oiled, profit-generating machine. You’re not alone. That’s where data analytics comes in.
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.
As supplychains become more interconnected and risks more dynamic, traditional procurement tools fall short. In this blog, you’ll learn what AI agents are, how they differ from traditional procurement software, where they deliver real-world impact, and how to overcome adoption challenges.
As supplychains become more interconnected and risks more dynamic, traditional procurement tools fall short. In this blog, you’ll learn what AI agents are, how they differ from traditional procurement software, where they deliver real-world impact, and how to overcome adoption challenges.
Each year, we compile a list of top-performing SupplyChains, termed the SupplyChains to Admire. This week, while all my friends are on vacation, I am writing the final report for the SupplyChains to Admire. Our goal is to continually redefine the definition of supplychain excellence.
Unfortunately, outdated tools and fragmented processes make it difficult to maintain visibility across the supplychain and adapt at the pace of business. AI and automation boost procurement’s strategic impact, helping teams reduce risk, ensure compliance, and forecast spend.
Unfortunately, a lack of understanding in omnichannel supplychains has also led many companies to experience extreme issues in delivering on their promises. In addition, some may feel that growing into a seamless omnichannel sales strategy is impossible without supplychaintechnology hiccups, but that is not true.
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. My job, as the plant engineering manager, was to drive innovation and implement technology improvement.
In this type of environment, traditional procurement software and manual processes are insufficient – and many procurement teams are looking to artificial intelligence (AI) for answers. Without the right tools, it’s difficult to properly vet vendors or catch the early warning signs of potential fraud or other issues.
In a major advancement for global supplychaintechnology, project44 has launched Movement, a comprehensive Decision Intelligence Platform that transforms how businesses manage their supplychains. The platform is built on a four-layered framework: Connect, See, Act, Automate.
Omnichannel has been a buzzword in supply-chain circles for several years, but retailers that have invested in implementing omnichannel strategies have shown less than superior results, says Steve Dennis via Forbes. These problems show weaknesses and overlooked concerns when implementing omnichannel supplychain strategies.
How to Reduce Carbon Emissions in Your SupplyChain 1. Supplier Integration and Collaboration Building relationships with suppliers who are committed to sustainability is key to reducing your supplychain carbon footprint. These will require thinking through your specific supplychain, resources and organisation.
Learn how to design effective supplychain KPIs that drive organization change, align teams, and improve performance with actionable insights. KPIs: More Than Metrics – They’re Tools for Change was first posted on December 4, 2024 at 11:02 am.
Last month I participated in Oracle’s Perfect Delivery Virtual Summit , along with Matt Leonard from SupplyChain Dive, Marcelo de Matheus from Tramontina, and Mohamed Absar from DP World. What is the Perfect Delivery Metric? As supplychain complexity increases, perfect deliveries become more difficult.
Recognized as a leader in her field, Erika has been honored with the CISO’s Top 100 Accelerated CISOs Award (A100) and the 2024 Women in SupplyChain Award in the DEI Pioneer category. Erika holds a Ph.D.
My dad is the VP of our household’s grocery supplychain. To keep customers like my dad satisfied, RGD and Quick-commerce companies need to invest in new technologies to optimize the supplychain and logistics operations. SupplyChain Digitalization & Autonomous Planning.
A proof of concept (POC) is an increasingly common method to select the best supplychainsoftware vendor for your company, yet many supplychain practitioners still lean on the traditional RFI (request for information) tool. Software selection is risky. 6 Focus on the wrong metric.
New warehouse management technology, like analytics, machine-to-machine learning, and automated systems, pushes the limits of standard operations to create best-in-class distribution centers. WHITE PAPER] The Top SupplyChain Trends that Will Impact SupplyChain Management in 2018. Download white paper.
Megatrends Shaping SupplyChain Innovation. While the COVID-19 pandemic woke up supplychains around the world, the ripple effects continue to disrupt in both size and scope. How are supplychains planning for further disruption and uncertainty? Creating a more resilient supplychain.
built into their supplychain analytics software. marketing automationsoftware?use use data collected from your interactions with a website to predict how likely you are to purchase a product. This may mean making API connections or importing data from otherwise siloed departments and tools.
When I started my business in 2012, I frequently wrote about the future using the moniker of SupplyChain 2020. We had just recovered from a recession, and my goal was to help supplychain leaders create a better supplychain by the end of the decade. At that time, SupplyChain 2020 seemed so far away.
Selecting a new enterprise technology or supplychain planning software provider can be wrought with challenge and risk. Specifically: people have lost their jobs over poor technology selections and failed implementation projects. This is especially true in supplychain planning & management platforms.
Note: Today’s post is part of our “ Editor’s Choice ” series where we highlight recent posts published by our sponsors that provide supplychain insights and advice. Today’s article comes from Matt Boland at Koerber SupplyChain, and examines howtechnology can help improve on time in (OTIF) performance.
If the word collaboration was listed on a card as a drinking game at supplychain conferences, we would be drunk at many. While we speak of collaboration, the focus is on driving enterprise results not value in value chains. Cash-to-Cash Metrics. Here I share perspective on cash-to-cash abuse. I am troubled. My takeaway?
The consulting team pitches a theme–vision of supplychain best practices, big data analytics, or demand-driven value networks– to the executive team, and a new project is initiated. Question 1: What drives a Successful Implementation of SupplyChain Planning? Supplychain planning is now on its third decade.
A reoccurring challenge in comparing and combining diverse time series in demand forecasting is the “scale” – as it is in combining metrics. Tools of the Trade: How to Compare / Combine Diverse Time Series – “Normalizing” was first posted on May 12, 2021 at 8:04 am. Please contact me at hyeboah@arkieva.com.
The Company was attempting to gain economies of scale by grouping manufacturing technologies within a common infrastructure to reap the benefits of a co-generation facility, a centralized warehouse, and a talented administrative team. SupplyChain Planners Analogous to Secretarial Pools? The plant was 24 acres under one roof.
I now have a working manuscript for the entire book of Metrics That Matter. I jeopardized the release date of the book by taking an extra three months to finish the SupplyChain Index work. He is trying to figure out the answer to these questions: What defines supplychain excellence? Who has done it best?
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.
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.” To help, I will ask, “How do you define value? These gaps cannot be closed by a simple focus on S&OP or the implementation of a technology.
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