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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.
In most industries, supplychains have become increasingly complex. This complexity has introduced gaps in visibility and responsiveness that traditional systems werent designed to handle. As a result, many organizations are moving toward supplychain orchestration as a structured method for improving coordination.
The logistics and supplychain industry is a critical component of global trade, responsible for moving goods and materials efficiently to meet consumer and business demands. Retrofitting existing infrastructure with energy-efficient technologies further enhances sustainability efforts.
In today’s interconnected global economy, sustainability within supplychains and logistics has become a necessity rather than an option. For senior leaders, understanding and integrating the three pillars of sustainability—environmental, social, and economic—into supplychain strategies is essential.
Many large organizations have multiple systems for order, warehouse, or transportation management that are barely integrated frequently not at all. These steps include sourcing and receiving inventory, storing inventory, order processing, picking and packing an order, shipping the order, and returns management.
For years, supplychains were engineered to be lean. Recent years have brought a series of disruptions that exposed vulnerabilities in how supplychains are designed. Recent years have brought a series of disruptions that exposed vulnerabilities in how supplychains are designed.
At this years keynote, Manhattan Associates outlined its current strategic direction, underscoring platform unification, AI integration, and leadership transition. His comments reflected a long-term orientation: technology and strategy are expected to evolve in parallel with shifts in the global supplychain environment.
Supporting hypergrowth while reducing supplychain logistics emissions is not an easy feat. Microsoft Datacenters comprise a globally distributed infrastructure designed to power the Microsoft Cloud. To achieve those results, “we had to massage the platform to accept emissions data from our carriers,” Mr. De Golia explained.
This requires a thorough readiness assessment, selection of appropriate technology, and careful integration with existing business processes. This assessment helps identify whether existing systems can support DPP integration and what upgrades or changes are necessary.
For over a decade, since founding SupplyChain Insights in 2012, I have pounded the keyboard, asking business leaders to think more holistically about the impact of supplychain decisions on the firm’s value, the improvement of a value chain, and the impact on the environment. Thirteen years. Change is Hard.
Supplychain resiliency and sustainability are top priorities for CEOs today. To achieve these goals, corporate leadership must focus on two key areas: shift from internally focused supplychains to collaborative supply networks and actively design their supplychains.
Supplychain efficiency is the cornerstone of success and involves the effective management of processes, resources, and technologies from procurement to production, transportation to warehousing. In the automotive sector, manufacturers are simultaneously reducing inventory costs and delivery times.
These classes are designed for networking and exploring outside-in models in a safe environment. New forms of technology are an enabler. ” The problem is that each of the outside-in processes encountered problems with traditional technologies, and as a result, got stuck and had limited adoption. .”
Picture this: You’re a warehouse manager, and with a few taps on your smartphone, you instantly know the exact location and quantity of every item in your inventory. That’s not science fiction—it’s the power of mobile inventory management. Ready to turn your inventory from a headache into a strategic asset?
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.
Life for the supplychain leader is more complex. The future inventory fire sale. We are living in a world of rich supplychain case studies. Each day, the Wall Street Journal features a supplychain failure as front-page news. Why Is There No Economy of Scale in SupplyChain Acquisitions?
Supply shortages resulting in empty shelves or parking lots of WIP inventory represent a spectre causing supplychain leaders to reconsider supplychaininventory practices. Opinion of just-in-time (JIT) as a practice has taken a battering and inventory is rising. Why tell this story?
But shippers looking to avoid disruptions and ensure that tight inventory levels don’t lead to missed sales opportunities pulled their orders forward. As companies look ahead to the next three to six months, they’re weighing costs, risks, and demand as they plan and adapt their inventory strategies.
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. Forget static network designs and gut-feel decisions.
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.
But then, supplychain disruption became the rule instead of the exception, consumers changed their tastes as often as their socks, and global competition started playing hardball. Suddenly, managing inventory is the name of the game for companies trying to manage working capital and maximize profit while keeping customers happy.
Here are the Top 5 Do’s and Don’ts to help you build a high-performing RTM model and distributor network: ✅Top 5 Do’s Do Align RTM Strategy with Consumer Behaviour : Design your RTM based on where, how, and why your consumers shop. Do Invest in Distributor Capability Building : Provide training, digital tools, and performance incentives.
Then came generative AI drafting emails, designing ads, and helping developers code. ” What makes supplychains an ideal proving ground for this evolution? It’s a natural fit for an environment built on orchestration across vendors, partners, inventory, and data. In the beginning, there was AI that learned.
Thats why modern BI systems are quickly becoming the go-to solution for data-driven enterprises. They integrate, align, and activate data across the business to drive better, faster decisions unlike legacy reporting tools that can’t. But lets be clear: not all BI platforms are created equal. Why does that matter?
One of the industry’s biggest concerns is how to digitise and transform quickly, without starting from scratch and having to throw away your enormous investment in traditional systems. The good news is that you don’t have to—even if you have hundreds of legacy systems and ERP instances across your company.
Michael Jacobs, Senior Vice President SupplyChain, Ferguson. Mr. Jacobs is the senior vice president for supplychain at Ferguson. While nominally a distributor, “supplychain management is our core competency. In particular, Ferguson’s supplychain is built for speed and to provide high service levels.
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.
Today, nine out of ten supplychains are stuck. Despite two decades of advancement in supplychaintechnologies, 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.
Demand forecasting is a critical strategy for supplychain management that can dramatically improve business decision-making and financial performance. However, securing leadership buy-in for demand forecasting technology requires a strategic approach that clearly demonstrates value.
This weekend, I edited the SupplyChains to Admire report. No company in either the household non-durable (consumer goods) or the food manufacturing group beat their peer group on the balanced scorecard of growth, inventory turns, operating margin, and Return on Invested Capital (ROIC) for 2013-2022.
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.
An efficient supplychain strategy is one that takes every aspect of your supplychain into account, from inventory management and warehouse design to freight tendering and transport optimisation. Let’s look at some of the best ways to make your supplychain more efficient.
As an engineer, former solutions architect and now CEO of a leading supplychaintechnology company, I have a real affinity and respect for Chief Information Officers (CIOs) and their teams, without whom successful enterprise technology deployments would be impossible. We’re just not meeting customer expectations.
Digital twins are emerging as digital transformation accelerators for supplychain and logistics organizations seeking enterprise-level visibility, real-time scenario modeling, and operational agility under disruption. This article explores how digital twins are being deployed in transportation, warehousing, and network design.
Supplychain excellence is easier to say than to explain. Executive teams strive to drive improvement in supplychain results; yet, sadly, only four percent of public companies succeed. The supplychain is a complex non-linear system. Now, I view the company as a supplychain laggard.
It’s a tough challenge, and if you’re relying on outdated processes and technology, it’s likely costing you more than you realize. Think about it: How much time is wasted hunting down misplaced inventory? Key Mobile Technologies for Warehouses A variety of mobile technologies can power your warehouse transformation.
Keeping up with customer demands, managing inventory, and making sure everything runs smoothly — it’s a lot to handle. And if you’re still relying on outdated systems, it’s like trying to juggle with one hand tied behind your back. Mobile ERP software is transforming warehouses just like yours. No problem.
ARC Advisory Group has been covering the SupplyChain Planning ( SCP ) market for 17 years. The pandemic brought home the need for companies to run agile and resilient supplychains. Supplychain agility reflects a company’s ability to respond quickly to surges or plummeting demand.
Let me start by saying that t he process is not a panacea to solve all supplychain ills. Clear operating strategy and definition of supplychain excellence across plan, source, make and deliver. There is a clear definition of the role of the supplychain in the delivery of value. One SupplyChain.
Supplychain management has been in the news. But the intricacies of supplychain management are beyond the grasp of most. One key solution used to help manage complex supplychains is supplychain planning (SCP). Supplychain planning is a complex solution.
Many of the world’s largest companies have committed to reaching net zero by 2050, triggering a ripple effect throughout global supplychains. For most CPG brands, indirect emissions — those that occur across the supplychain — represent the majority of their carbon footprint. Retailers are following suit.
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. But when spend is scattered across systems, business units, and suppliers, finding those insights is easier said than done.
Last week was the SupplyChain Insights Global Summit. 110 supplychain leaders attended. In preparation for the summit, we readied the final report of the work on translating balance sheet results into a methodology to judge SupplyChain Excellence. A big bang technology focus has not worked.
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