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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. You are right.
According to research by Ernst & Young LLP, the global consulting firm, as the Covid crisis recedes, supplychain executives are losing the strategic gains they made with their C-suite counterparts. The EY research suggests that at many companies, that opportunity is receding.
The new year has arrived and so has the new wave of noteworthy news coming out of the supplychain space. A first-of-its-kind research project was published by the FAIRR Initiative, addressing human rights violations and overfishing in the seafood supplychain.
When I started this research project, I was busy. One of my lessons learned in completing survey-based research over the past twelve years, is that projects are full of surprises. In my post Mea Culpa, I reference my work with the Gartner SupplyChain Hierarchy of Metrics.
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. Investment in research and partnerships is crucial for scaling these solutions industry-wide.
Now the writing follows the research. I mix the quantitative research with my observations and interviews, and the posts seem to roll from my fingers. If you would like to participate in a current research study, we would love your help and participation in the contract manufacturing study. It was a struggle!)
The supplychain planner role is the most dissatisfied of any employee in the supplychain, but most focus on improving engines using AI into conventional work processes. SupplyChain Hype Cycles Preparing to Sort Through the Hype As you pack your comfortable shoes into your case for the Big Show, do some the homework.
Self-congratulations notes abounded this week as vendor-after-vendor shared their rankings on the Gartner Magic Quadrant for SupplyChain Planning. I believe that the Gartner Magic Quadrant is a barrier to progress in supplychain planning, and that vendors that rally in support have a false sense of superiority.
” 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.
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. The reason?
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. Efficient supplychains may not be the most effective. Need for SupplyChain Leadership.
During my current supplychain planning market research, I have received briefings from several SCP companies. The people who work with us are those who really, truly believe in what we believed in from the start, that is, autonomous supplychains are possible. All are investing in artificial intelligence.
According to Colin Masson, a director of research at ARC Advisory Group, the opportunity to mine these vast quantities of data to achieve business value is “NOW.” Mr. Masson leads ARC’s research on industrial AI and data fabrics. In the supplychain arena, the need to make course corrections is exploding.
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.
You are pissy and opinionated in this world of supplychain blandness. The term supplychain excellence is easier to say than define. I have been trying to define it as a supplychain analyst for over fifteen years. The SupplyChain Index. I find it refreshing.” I could taste it.
Life for the supplychain leader is more complex. 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. Traditional processes accelerate the bullwhip impact leaving leaders chained and forced into reactive behavior.
I now have a working manuscript for the entire book of Metrics That Matter. I jeopardized the release date of the book by taking an extra three months to finish the SupplyChain Index work. He is trying to figure out the answer to these questions: What defines supplychain excellence? Who has done it best?
I feel that topic of supplychain management is analogous to the downward cycle of the news channels. What Drives SupplyChain Excellence? I analyze supplychain management. The research is independent and data-driven. They want to know, “What drives supplychain improvement?
In a survey of 150 global manufacturing executives, 47% committed to improving supplychain visibility and tracking. According to the Global SupplyChain Disruption and Future Strategies Survey Report, this goal was the top-ranked planned tool investment. What is supplychain visibility?
Demand forecasting is a critical strategy for supplychain management that can dramatically improve business decision-making and financial performance. Beyond Forecast Accuracy: A Holistic Approach Demand forecasting is just one piece of the supplychain management puzzle.
Today we published a new report, SupplyChains to Admire. It is the end of a two-year research project, and identifies which publicly held companies outperformed their peer group on balance sheet results. Here we share the answers to the questions that we get the most often about this research: What is the source of data?
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. In this area of research, I find that companies are like dogs chasing cars. The supplychain is a complex non-linear system.
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.
This afternoon, I poured myself a cup of tea to pen congratulation emails to the SupplyChains to Admire award winners. It takes us three months and two full-time research assistants to finish the analysis. Each year, based on feedback from supplychain leaders, we refine the methodology. This work is not easy.
Supplychain excellence. The answer makes or breaks a supplychain leader’s career and defines corporate value. If the arrow is red, the industry is moving backwards on a metric. Is this because this value chain is a laggard? It is easier to say than define. Getting it clear is important.
If you have walked in the shoes of the supplychain leader, you are probably laughing by now. I share research, observations, and insights. When a supplychain leader opens a discussion with, “I am leading an initiative for digital transformation”, I know I am in trouble. Sounds easy, right?
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.
Acronyms abound when it comes to supplychain. ESG reports can help investors make informed business decisions by identifying companies with less financial risk and avoiding those that may be impacted by stricter ESG metrics. Over the last few years, another acronym has been showing up on the radar: ESG.
Supply shortages resulting in empty shelves or parking lots of WIP inventory represent a spectre causing supplychain leaders to reconsider supplychain inventory practices. planning offers an alternative to swinging the pendulum and as the strategy that provides the supplychain resilience leaders seek.
It is exciting to have two years of research, nine months of writing, and four months of editing to become crisp, fresh pages. Dialogue with global supplychain teams energizes me. 1) Get Clear on the Definition of SupplyChain Excellence. Joe and Lou have long discussions about Lou’s beliefs on supplychain.
The future of supplychain I foresee brings new risks and challenges, along with recognition that doing things the same way will no longer lead to the same success. Just as the saguaro is both nursed by and supports life in its ecosystem, it behooves supplychains to invest in their ecosystems, both suppliers and employees.
Supplychain management is a team sport. Just as there are many flavors of sports teams, there are many types of supplychains. The supplychain is also a team sport needing clear goals, rules, and coaches. Remember the need for goal clarity, rules, and clear metrics in my opening paragraph?
If you ask companies if they would like better inventory and global supplychain visibility, you will get an overwhelming answer of, “Yes!” The term supplychain visibility varies by role. The term supplychain visibility varies by role. ” The answer is simple. They don’t.
Supplychain leaders are competitive and they want to measure their success. In many businesses, assets are a core part of the supplychain. For five of the past ten years, I voted on the Top 25 when I was an analyst at AMR Research (before the acquisition of AMR Research by Gartner). The reason why?
Makers of weight loss drugs are looking out a big picture window of patented opportunity right now, but this rosy view is blocked by supplychain challenges. What role can supplychain play in preventing stockouts? So how can supplychain orchestration help?
When reviewing strategy decks for supplychain teams, I often see statements like “move from a functional-silo’d focus to a drive a more holistic response.” Companies became less clear on the definition of supplychain excellence and how to implement decision support technologies. Functional Metrics.
In the last six months, in my travels, I have presented to supplychain teams in China, Belgium, France, Germany, Peru, Mexico, Netherlands, South Africa, Singapore, and the United Kingdom. I strongly feel that if I am going to cover the global supplychain that I need to experience it. A Personal Reflection.
The consulting team pitches a theme–vision of supplychain best practices, big data analytics, or demand-driven value networks– to the executive team, and a new project is initiated. Question 1: What drives a Successful Implementation of SupplyChain Planning? Supplychain planning is now on its third decade.
This weekend, I edited the SupplyChains to Admire report. Note to the reader: we selected these metrics for the balanced scorecard for the analysis after work with Arizona State University to understand which metrics, in combination, most closely correlated with market capitalization. I posted my working summary.)
Over the course of the last two years, we at SupplyChain Insight s have worked on a methodology to gauge supplychain improvement. We named it the SupplyChain Index. We have found that supplychainmetrics are gnarly and complicated.During Background on the SupplyChain Index.
He had a load full of cotton bales, and while idling away hours at a shipyard watching stevedores load other cargo onto ships he dreamed up containers that transformed global supplychains. Supplychain optimization has also improved in significant ways that can address these trade-offs better than before.
Megatrends Shaping SupplyChain Innovation. While the COVID-19 pandemic woke up supplychains around the world, the ripple effects continue to disrupt in both size and scope. How are supplychains planning for further disruption and uncertainty? Creating a more resilient supplychain.
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. SupplyChain Design. Aligned Metrics.
I had the pleasure of attending the Gartner SupplyChain Planning Summit 2024, held on Dec. This event offered a unique opportunity to engage with industry leaders and gain firsthand insights into the latest trends and innovations in supplychain planning. Director SupplyChain Digital Transformation).
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