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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.
In most industries, supplychains have become increasingly complex. This complexity has introduced gaps in visibility and responsiveness that traditional systems werent designed to handle. As a result, many organizations are moving toward supplychain orchestration as a structured method for improving coordination.
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. Incorporating Sustainability in SupplyChains Sustainability in supplychains extends beyond energy use, addressing broader environmental and social impacts.
Protecting sensitive data—such as vehicle locations, driver information, and operational metrics—requires rigorous cybersecurity measures. Autonomous systems are designed to reduce the risks of human error, improving both safety and reliability in fleet operations. The post Fleet Management 2.0:
For years, supplychains were engineered to be lean. Recent years have brought a series of disruptions that exposed vulnerabilities in how supplychains are designed. 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.
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?
Supporting hypergrowth while reducing supplychain logistics emissions is not an easy feat. Microsoft Datacenters comprise a globally distributed infrastructure designed to power the Microsoft Cloud. A clear goal needs to be combined with good data and metrics. Access to the data needed to be democratized. “We
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. Lessons Learned From Design Thinking. Design thinking has a human-centered core.
” 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.
These classes are designed for networking and exploring outside-in models in a safe environment. Before I start, let me share that most of today’s supplychain planning processes are inside-out, rigid and supply-centric. Supplychain leaders love shiny objects.
Federal Reserve Bank of New York, Global SupplyChain Pressure Index, [link] What can you do? Measure it (both demand and supply) and use the insights. The supplychain planning role has expanded over 100% as companies expanded their markets. 80% of the data surrounding the supplychain is not used.
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.
The Covid-19 pandemic tested the global supplychain. Like riding a bumpy road, the supplychain leader is riding the ups and downs of changing market conditions facing greater variability day-to-day. Here, based on interviews with supplychain leaders, I share lessons learned. What are functional metrics?
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.
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.
It is crucial to assess the organization’s technological infrastructure, supplychain processes, and compliance frameworks to ensure they are aligned with DPP requirements. Its decentralized nature reduces the risk of a single point of failure, enhancing data security across the supplychain.
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?
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.
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.
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.
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.
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.
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 management has been in the news. But the intricacies of supplychain management are beyond the grasp of most. One key solution used to help manage complex supplychains is supplychain planning (SCP). Supplychain planning is a complex solution.
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.
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.
Yes, a time when well-meaning supplychain leaders share their strategy decks for the upcoming year and ask me for an opinion. ” “How can we move forward with a digital transformation program without designing the work systems to focus on carrots (benefits for employees) or shared rewards?” The reason?
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.
Then came generative AI drafting emails, designing ads, and helping developers code. ” What makes supplychains an ideal proving ground for this evolution? But to manage it all, supplychain professionals need action, not another dashboard. In the beginning, there was AI that learned. At least, not yet.
Demand forecasting is a critical strategy for supplychain management that can dramatically improve business decision-making and financial performance. Design a Flexible Solution Remember that forecast accuracy has diminishing returns.
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.
ARC Advisory Group has been covering the SupplyChain Planning ( SCP ) market for 17 years. The pandemic brought home the need for companies to run agile and resilient supplychains. Supplychain agility reflects a company’s ability to respond quickly to surges or plummeting demand.
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.
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.
This afternoon, I poured myself a cup of tea to pen congratulation emails to the SupplyChains to Admire award winners. Each year, based on feedback from supplychain leaders, we refine the methodology. Due to increased competition, retailers are taking supplychain management more seriously. In Table 1.
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.
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.
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.
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.)
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.
Learn how to design effective supplychain KPIs that drive organization change, align teams, and improve performance with actionable insights. KPIs: More Than Metrics – They’re Tools for Change was first posted on December 4, 2024 at 11:02 am.
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.
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