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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.
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.
Supplychain sustainability is increasingly important for companies facing expectations from investors, regulators, customers, and employees. Integrating ESG across supplychains presents clear operational and strategic challenges that require focused attention. Data collection and verification remain areas of concern.
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. Proactively adopting cleaner energy sources ensures alignment with these evolving regulations.
For years, supplychains were engineered to be lean. Reducing cost was the primary objective, and most operational decisionsfrom sourcing to fulfillmentreflected that mindset. Recent years have brought a series of disruptions that exposed vulnerabilities in how supplychains are designed.
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.
” 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 global supplychain is built on three assumptions: rational government policy, availability of reasonably priced logistics, and low variability. In March 2023, the Global SupplyChain Pressure Index fell to the lowest level since November 2008. Over the past three years, supplychain cycles shifted.
Today, I am proud to launch the SupplyChain Index. It is my hope that the readers of this blog will take time to either join us today to listen to the launch of the SupplyChain Index on our webinar or listen to the replay. (We The SupplyChain Index has been two years in the making.
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. The ability to meet fulfillment goals is impeded by several issues.
Wikipedia In 2014, I was exploring methods to publish what is now the SupplyChains To Admire report. The use of orbit charts allowed me to see the patterns of performance at the intersection of metrics over time. As an aside, I do not think that Lenovo is an example of a supplychain excellence. The secret?
We’ve seen AI take over everyday tools and search engines; AI in Sourcing and Procurement is becoming a strategic tool in our kit, At Ivalua, we are helping global procurement teams integrate AI across the Source-to-Pay process, bringing automation, insight, and agility to every step. This is where AI can make a huge difference.
April 23, 2025 Blog Today, we’re excited to announce the launch of Freightos Enterprise our comprehensive solution designed specifically for large enterprises that import and export, who need to bring control, visibility, and efficiency to their global logistics operations.
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.
These include: Challenges getting ESG metrics from suppliers, partners, and other third parties. Time-consuming manual processes to report on ESG metrics. Complexities integrating data from across global supplychains. Start with your supplychain. From product design to last mile sustainability.
Supplychain efficiency is the cornerstone of success and involves the effective management of processes, resources, and technologies from procurement to production, transportation to warehousing. Healthcare providers are leveraging efficient supplychains to ensure critical supplies reach patients when needed most.
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.
Note: Today’s post is part of our “ Editor’s Choice ” series where we highlight recent posts published by our sponsors that provide supplychain insights and advice. This article is from Michael Balint at Solvoyo and looks at the fresh produce supplychain. To read the article, click HERE.
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.
Today we published a new report, SupplyChains to Admire. Here we share the answers to the questions that we get the most often about this research: What is the source of data? The data analyzed to compile the SupplyChains to Admire report came from publicly-available information from balance sheets and income statements.
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. Clear operating strategy and definition of supplychain excellence across plan, source, make and deliver.
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. As part of the workshop, we are developing a list of Do’s and Don’ts related to Distributor Management.
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 broader the definition of end-to-end strategy and the alignment of supplychain processes drives value.
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.
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.
In a major advancement for global supplychain technology, project44 has launched Movement, a comprehensive Decision Intelligence Platform that transforms how businesses manage their supplychains. Project44 has spent years painstakingly stitching together a web of APIs connecting thousands of supplychain participants.
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.
SCB Feature Report From DPW: What’s Next for AI in SupplyChain? That’s because the promise of artificial intelligence for supplychain operations is huge. It could do more to accelerate the journey of supplychain operations from the backroom to the boardroom than any other change. trillion to U.S.
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.
Digital Twin from Infor Nexus Drives SupplyChain Agility. When it comes to driving supplychain agility there are several solutions that are important, but the key solution is a Multi-enterprise SupplyChain Network (MSCN). But even in more normal times, a supply plan usually can’t be fully executed.
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.
Goodman titled “ The SupplyChain, Reconfigured.” ” His narrative centers on the evolution of the global supplychain evolving with a focus on labor arbitration ignoring geographic distance and shipping issues. The populist narrative of sourcing globalization is only part of the story.
The Celanese SupplyChain Celanese Corporation (NYSE: CE), headquartered in Dallas, Texas, is a global chemical and specialty materials company with revenues of over $10 billion. The chemical industry has a complex supplychain. Their guiding principle was human-centric digital design. Celanese has 2.5
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. SupplyChainDesign.
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. In the U.S.,
April 23, 2025 Blog Today, we’re excited to announce the launch of Freightos Enterprise our comprehensive solution designed specifically for large enterprises that import and export, who need to bring control, visibility, and efficiency to their global logistics operations.
While we will recover quickly in retail (moving from painful shortages to a glut of inventory), the chemical industry–sitting four and five layers back in the supplychain–takes longer to recover. The value chain supporting all industries is sick, requiring a leadership step-change. Time For Action. ” [link].
Supplychain and logistics teams today face a pivotal moment in their evolution. The traditional metrics of excellence cost efficiency, on-time delivery while still important, are no longer sufficient in an era defined by volatility, complexity and political changes. The first is living demand intelligence.
A large multinational is undergoing an impressive supplychain transformation that will run through 2023. A Complex SupplyChain. Not surprisingly a company this big, delivering different solutions to a variety of industries, has a complex supplychain. But even multi-sourcing is not enough.
by Jay Muelhoefer Today’s global supplychain leaders know to expect the unexpected. In the best case scenario, your planners would have had three weeks – from the identification of the coronavirus until the day of the Wuhan lockdown – to execute a supplychain contingency plan or find alternatives.
Today, nine out of ten supplychains are stuck. Despite two decades of advancement in supplychain technologies, companies are struggling to gain balance at the intersection of operating margin, inventory turns and case fulfillment. Market volatility is increasing and supplychains can respond, but they cannot sense.
Time For A SupplyChain Check-Up? When a company contacts me to help them with their supplychain, the pain is usually a gap in customer service. To complete a supplychain diagnostic, I take these four steps: Step One. ” Or alternatively, “Is there data that could be sourced to help?”
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.
In my interactions with supplychain teams, I find that this type of decision process happens frequently. While there are many types of visibility (see Figure 1), the most common use case is either sourcing or transportation visibility. The focus is on functional metrics, but are unable to get to overall supplychainmetrics.
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