Remove Manufacturing Procurement Remove Metrics Remove Vendor Strategies
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Step Past AI Hype Drive Real Value

Supply Chain Shaman

Most of the business networks were hollowed out by venture capitalists or purchased by opportunists. Yawn and walk on if the answer is i mproving demand error or reducing inventory levels. The session is a roundtable format–no sponsorships, vendor speeches, or pay for play pitches.

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Supply Chain Efficiency: A Deep Dive into the Core Drivers

RFgen

Supply chain 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.

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How to Optimize Fulfillment with Unified Data

Logistics Viewpoints

Optimizing fulfillment requires a series of steps to get a shipment from its source to the end customer. These steps include sourcing and receiving inventory, storing inventory, order processing, picking and packing an order, shipping the order, and returns management.

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The Case for Real-Time Perpetual Inventory Signals in Manufacturing

ToolsGroup

Once upon a time, the world of manufacturing was a relatively stable place. So how does a manufacturer navigate this rollercoaster? According to Gartner , these issues can lead to missed manufacturing deadlines and wasted capital. And that’s where real-time perpetual inventory signals come in.

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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

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Supply Chain Normalcy? Think Again.

Supply Chain Shaman

For organizations layered in functional metrics and driving a cost agenda, this is a tough nut to crack. In the face of variability, this is two-to-six weeks too long to make allocation or procurement decisions. The traditional leader values cost reduction but is blind on how to value time. Build in-market sourcing.

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Procurement Cost Reduction: How to Cut Costs Without Cutting Corners

Precoro

According to McKinsey & Company, procurement accounts for 50% to 80% of a company’s cost base. That’s why organizations zero in on strategies to achieve procurement cost reduction.    The key thing to remember is that cost reduction in procurement isn’t just about slashing expenses.