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Once upon a time, the world of manufacturing was a relatively stable place. 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. So how does a manufacturer navigate this rollercoaster?
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.
But when looking for historical parallels, it is useful to concentrate on inflationary episodes that contained supplychain disruptions and a spike in consumer demand after a period of temporary suppression. With that said, let’s take a look at some recent and more granular data on sales, prices, and supplychainperformance.
Is cost reduction all that there is in measuring SupplyChainperformance? Sure, supplychain cost reduction is important in reducing the cost of goods sold (COGS) and increasing profit, but there are other measurements which should not be forgotten. Isn’t time important? What kinds of "time" measurements exist?
In the early years, there were no supplychain organizations. I like many other gray-haired supplychain professionals reported through a functional organization like manufacturing or transportation. For me, it was manufacturing. It has seven functions reporting through the supplychain leader.
Forward-thinking organizations have transformed the department into an untapped gold mine that creates value for the entire end-to-end manufacturing process—from design and sourcing to production and delivery. Our latest e-book, “ Is Manufacturing Missing Out On Procurement’s Value Add?
The effectiveness of a supplychain can make or break a business. In recent years, manufacturers have experienced substantial supplychain disruptions , leading to material and labor shortages, quality issues, product delays, and low profit margins. of potential revenue growth 1.
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.
Over his 30+ year career in the supplychain, Richard has worked with manufacturers around the world in operations, supplychain, and lean strategy roles to develop systems that can manage complex supplychains on a global scale. Richard previously founded and led Factory Logic, Inc. acquired by SAP).
Prior to Yannis, Keith Harrison was the Global Product Supply Officer for slightly more than ten years. Keith led the work to move P&G from a regional to a global manufacturer opening up the Warsaw center of planning excellence and outsourcing IT to HP. Supplychain excellence was largely defined as manufacturing excellence.
Commerce is global and regional at the same time, the world is getting smaller and more interconnected, and Consumer Packaged Goods (CPG) manufacturers operate in this build-anywhere and sell-anywhere market. End-to-end supplychain visibility, planning, and execution support software are critical in agile supplychainperformance.
by John Westerveld When things happen in supplychain, knowing sooner and acting faster can mean the difference between a major catastrophe and a minor hiccup in your supplychainperformance. Imagine this scenario; you are a supplychain executive for a major U.S.-based This is bad…. Acting Faster.
Manufacturers Thrive on Timely Information. While this is an extreme example of timely information access from the financial sector, manufacturers are realizing the need to access timely data in order to rapidly respond to changing business conditions. Can manually intensive processes provide timely information from suppliers?
If resilience is the panacea to today’s supplychain challenges, it seems that everyone has a different prescription. Every industry article, news segment, analyst research paper, and boardroom conversation offers varying perspectives on the real issues impacting supplychainperformance and the best way to fix them.
Unfortunately, despite the manifold benefits of a true digital twin, creating one that reflects an accurate, up-to-date status of your supplychain has been near-impossible – until now. With the advent of true “single source of truth” inventory visibility , a digital twin is a more feasible goal than ever before.
The following are the insights gained from my discussion with Sunil Roy , who leads Blue Yonder’s Industrial Manufacturing Industry Strategy, during a recent Blue Yonder Live and executive customer events that we prepared for jointly. So overall, the competitiveness among the industrial manufacturers around the world has grown several bounds.
On the 9th of April, I went to see a supplychain leader that spoke of how a “tightly integrated” global supplychain was making things worse for him. The company was doing well on the management of a regional supplychain, but failing in managing products across geographies for a global supplychain.
It’s the key to transforming your supplychain from a source of frustration into a well-oiled, profit-generating machine. Modern supplychains thrive on real-time data, execution-focused applications, and dynamic decision-making. That’s where data analytics comes in. The result?
Still, it can be just as disruptive to supplychainperformance. Companies that invest in leadership development, mentorship, and training will see better retention, improved operational outcomes, and stronger supplychainperformance. Josh Turley is CEO of RTA.
Achieving agility requires a flexible supplychain with diversified sourcing, scalable manufacturing, and adaptive logistics strategies. ModusLink supports this agility by offering customizable supplychain solutions that allow businesses to scale operations quickly.
As the fabric suppliers require the longest lead times, ZARA approves designs & initiates manufacturing after it gets feedback from its stores. The company could not maintain supplychainperformance levels to cope-up with the sudden surge in orders for 1.0 Case Study Resilience: CISCO. CONCLUSION.
After the last two years, it’s no surprise that some might be hesitant to make predictions about the state of manufacturing, supplychains and digital transformation for the new year. Executives highlighted the urgent need to revise business models to build local, regional and global supplychains.
by Iman Niroomand Supplychainperformance depends on the matching of product features with supplychain features. When a new product hits the market, the existing supplychain that is optimal for a given set of product lines will not stay optimal. Manufacturing flow simplifications.
That stated, in certain regions such as across Europe and China , the year continues to present economic and manufacturing challenges. Global wide manufacturing activity levels as measured by the J.P. Morgan Manufacturing PMI® contracted once again at the end of Q3. supplychain activity.
If food manufacturers want to stay ahead of the competition today and into the future, they have to leverage advanced tools and systems that can optimize processes and deliver real-time insights. By migrating to a cloud-based ERP system, food manufacturers can streamline and automate various processes, leading to increased efficiency.
Increasingly, we see manufacturers placing less emphasis on cost savings and more importance on supplychain adaptability, risk management and speed. The desire is to create flexible sourcing and connected supplychain networks that effectively respond to customers’ issues and expectations.
Mobile barcoding becomes even more critical when considering the complexity of modern supplychains. Organizations today face global sourcing, geopolitical instability, and high customer expectations. To meet these demands, supplychains must become smarter and more responsive.
In 2001, China joined the World Trade Organization, increasing access to China as both a channel and a supplysource. Consider the investment in outside-in planning processes using market data and orchestrating source, make, and deliver based on a holistic design process. This course is limited to retailers and manufacturers.
Manufacturers are increasingly adopting the Internet of Things (IoT) to improve supplychainperformance. Meanwhile, Research And Markets estimates that the emerging global market for blockchain in manufacturing will expand from $1.2 billion in 2022 to USD $1,809.04 billion in 2022 to $88.5 billion in 2022 to $88.5
Supplychain trends and practices today, are mainly driven by cost optimisation and lean strategy. This has proved to be a major source of risk. Poor business continuity planning, lack of risk management programs and single source suppliers, have magnified the impact of such risks. million job going unfilled. .
Some manufacturing, consumer brand, retail and logistics service companies made ambitious goals to delight customers through digital transformation but in some cases significantly eroded profit margins. Plan and Execute for Success. The Key to Long-Term Success: Build Agility, Resilience and Profitability Together.
Californias role as a vital nexus for transportation, technology, and industrial machinery places manufacturingsupplychains at significant risk from the ongoing wildfires. Industries across the region are exposed to the wildfires supplychain impact.
Global wide consumer electronics giant Apple is managing multiple supplychain influenced levers geared at enabling a successful holiday fulfilment quarter. There are now three contract manufacturing iPhone assemblers within the country to include Foxconn Technology , Pegatron and Tata Electronics.
The following are the insights gained from my discussion with Sunil Roy , who leads Blue Yonder’s Industrial Manufacturing Industry Strategy, during a recent Blue Yonder Live and executive customer events that we prepared for jointly. What are the key metrics that are driving the industrial manufacturerssupplychain?
But what exactly is supplier collaboration, and how can it be effectively implemented to enhance supplychainperformance, reduce costs, and contribute to broader business objectives? Imagine a car manufacturer working closely with its key suppliers to develop a new electric vehicle. What is supplier collaboration?
Effective lead time management is a critical factor in securing supplychain efficiency and cost control, since lead time represents the total time required for a product or material to move through the supplychain, as measured from the time of ordering to the time of delivery. Why is lead time important?
The SupplyChain Matters blog provides commentary relative to July’s global manufacturing PMI indices relative to data indicating declining momentum, and some contraction among specific global regions. Morgan Global Manufacturing PMI® report, a composite index produced by J.P. Global Wide Production Activity. slipping 2.3
The Importance of Efficiency in Procurement Operations Efficiency in procurement is paramount for organizations aiming to optimize their supplychainperformance and reduce operational costs. The sourcing module, on the other hand, streamlines the sourcing process by automating supplier selection and bid management.
Supplychainperformance KPIs are invaluable measurements that support the growth and success of a company’s supply, fulfillment and delivery efforts. Fortunately, applying metrics to multi-source operational information that’s stored and managed in a data hubs greatly minimizes these issues. Return Reason.
Financial Performance. Late last week, Airbus reported both third quarter and nine month year-to-date financial and operational performance. CEO Guillaume Faury indicated the aerospace manufacturer delivered a solid nine-month performance in a complex environment that included an ongoing “ fragile supplychain.”.
He is currently the vice president of global supplychain. At Rockwell this includes all processes end-to-end except for manufacturing. In his role, Ernest owns strategic sourcing, materials planning, customer care, and logistics operations globally. Solutions, for example, can take from 12 to 16 weeks to manufacture.
The dynamic sourcing capability automatically smooths inventory targets day after day and ensures target service levels are achieved regardless of supplier constraints. Intelligent decision making at the speed of business transforms supplychainperformance. For more information about SO99+, read our blog on the v8.60
Because there is such a wide spectrum of logistics and supplychain jobs available, it is best to categorise them in the following way: planning, manufacture, sourcing, and delivery. SupplyChain Planner: A manager whose main responsibility is to analyse a company’s supplychainperformance.
Over the last decade, supplychainperformance regressed. Currently, supplychainperformance is a barrier to economic recovery. We don’t have a clear industry definition of supplychain excellence. So, when Gartner bought AMR Research, I left and started SupplyChain Insights.
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