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A “Swiss Army Knife” of Supply Chain Talent Requirements: Views from a Former Wolfpack Student

NC State SCRC

He then went into global imports for the central purchasing group in Raleigh. He became a director at that point, working with sales planning, inventory planning, and financial planning, and pulling together the Sales and Operations Planning team, as well as introducing new products and eliminating obsolescence. Today, we are at 5.5M

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SCRC Meeting – Tom Linton’s “Supply Chain Eight” and Golden Winged Warblers : Questions Every New CSCO Should Ask Their CEO

NC State SCRC

When it is not in motion, it is classified as inventory. And the fundamental issue is about TIME as a foundational concept for running a company. I identified four options to executives given these uncertainties: Passive Approach – “do nothing”. Wait and See” – make intangible resource commitments. and will operate more efficiently.

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Omni-Channel Supply Chains Are Changing Everything You Ever Learned in School…

Supply Chain View from the Field

His insights and presence were most appreciated by everyone, especially given the snowfall we were experiencing in Raleigh last night! This view of the supply chain is focused primarily on how we get inventory to the customer. This led to Omni-Channel sales. This is the major crux of the problem. This is rapidly changing.

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We Need Supply Chain Immunity, not Resiliency: A Position Paper

NC State SCRC

1] It also means minimizing damage and the time taken to return to a normal state of operations (Sheffi and Rice, 2005). [2] So how do we make sure that in a post-Covid world, we continue to not just optimize and design our supply chains based on lowest cost, but ones that do the least damage and have an ability to flex under pressure?