article thumbnail

When the Rubber Hits the Road

Supply Chain Shaman

Last week, after booking an additional $1B in unexpected supplier costs in the third quarter, the CFO led the company’s focus on restructuring to “support efficient and reliable sourcing of components and internal development of key technologies and capabilities.” What is the issue? These capabilities do not exist at Ford.

article thumbnail

How to Track All Quote-to-Cash Steps to Produce a Final Product

OptiProERP

Collaboration between production, procurement, and logistics teams is essential to optimize resource utilization and minimize lead times. Manufacturing and Assembly The heart of the process lies in manufacturing and assembly. Its robust business and manufacturing functionality connects the entire organization from end to end.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

Pandemic Lessons For Supply Chain Leaders

Supply Chain Shaman

Avoid implementing Aera on top of an existing SAP APO implementation.) Advanced planning evolved with a focus on modeling manufacturing constraints. Initially, the output was published to procurement to design strategic buying strategies. Procurement became an island–isolated from the demand signal except for MRP.

article thumbnail

How We Stubbed Our Toe in The Evolution of S&OP

Supply Chain Shaman

At the time, DuPont, now acquired by DOW, boasted externally on internal adherence to SAP standardization for decision support. Notice how the water turns from blue to brown in Figure 3 with the lack of demand translation capabilities within the enterprise for manufacturing and logistics. Let me explain. Mistake #3. My challenge?

S&OP 195
article thumbnail

A New Decade: Give Science A Chance

Supply Chain Shaman

The first story is about a large regional food manufacturer. The first in the 1990s was Manugistics, the second in the early 2000s was SAP APO, and now their solution is SAS. The second story is about a regional beverage manufacturer. I have changed the names to provide anonymity. Let’s Be Customer Centric. The answer?

article thumbnail

No Time Like the Present

Supply Chain Shaman

The larger the organization, the more tension with conflicting functional metrics making decisions more difficult. Note in Figure 1 the gaps from recent research between supply chain planning and manufacturing, logistics, and sales. The gap between logistics and procurement; and logistics and customer service increases process latency.

article thumbnail

Infor’s Strategy for Differentiation

Logistics Viewpoints

Infor’s CEO, Kevin Samuelson Infor’s strategy for differentiating their business from competitors like SAP and Oracle rests on a truly differentiated approach to ensuring that their customers get ongoing value from the business applications they purchase. Infor, with anticipated revenues of $3.4