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The adoption of AI in supplychainautomation is enabling companies to make more accurate decisions, reduce cycle times, and better manage complexity. AI in supplychainautomation is gradually reshaping how core functions operate, particularly in procurement, warehousing, and logistics.
India’s growth story can continue if it streamlines and effectively manages its supplychain like the iconic dairy brand Amul that recently entered the US market. Amul’s supplychain model is a well-structured and decentralized cooperative framework that focuses on efficiency and farmer welfare.
It can be incredibly frustrating when the software you use to run your supplychain will become unsupported. Some tools may be acquired by competitors, who then incorporate them in a vastly more expensive package. Attempting to run your supplychain on unsupported software is like walking a tightrope without a net.
Technology can change or even improve work. Companies today making a fundamental mistake: they are attempting to automate current processes with AI versus challenging and redefining work. We are not designing work with the human factor in mind. Today, in supplychain planning, this could not be further from reality.
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 2025 NA Gartner SupplyChain Symposium|Xpo made one thing crystal clear: AI is no longer the futureits the engine driving the transformation of todays supplychains. From smarter networks to scenario planning, here are key takeaways from our time at the event: 1. Access 3.
” 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 gap was large.
It can be incredibly frustrating when the software you use to run your supplychain will become unsupported. Some tools may be acquired by competitors, who then incorporate them in a vastly more expensive package. Attempting to run your supplychain on unsupported software is like walking a tightrope without a net.
Today, nine out of ten supplychains are stuck. Despite two decades of advancement in supplychaintechnologies, companies are struggling to gain balance at the intersection of operating margin, inventory turns and case fulfillment. Like an artifact, I have kicked around in the supplychain space since the 1980s.
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 supplynetworks and actively design their supplychains.
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.
Today, supplychain excellence matters more than ever. During the pandemic, the supplychain discussions take new importance. While the supplychaintechnology market lost its allure at the start of the last decade, it is now cool again. The supplychain career is new. Reflection.
Supplychainnetworkdesign (SCND) is a powerful tool for improving business operations. It can be used to solve a wide variety of supplychain problems. Simulation techniques can fill those gaps and allow for a more holistic view of a company’s supplychain. But it has gaps.
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].
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 networkdesigns and gut-feel decisions.
She wrote, “I have been working in the supplychain for 35 years, and we are still trying to solve the “demand” issue. Solving from a supply side seems to work for many companies I work with. I know that your primary focus is procurement. In a recent blog post, I was challenged by Anna.
Belcorp’s Maturity in SupplyChainDesign. When companies implement enterprise software solutions, they often label that implementation as being part of their company’s digital transformation. Using this software effectively is about more than the functionality.
That’s why staying on top of the latest supplychain planning trends is so important – they can make all the difference when it comes to staying competitive, reducing costs, and meeting your customers’ needs. Here are some highlights from these trends in 2023 and implications on supplychain planning.
The complete process would include procurement, creation of a route guide, planning and optimization, electronic communication with carriers, visibility and exception management, freight audit, and performance management. Better Technology. Technology has been steadily improving over the last few years within the TMS market.
” At that time, the sales organization used more point-of-sale data than their competitors, they had an impressive and innovative IT team, and their supplychain processes were what I considered best-in-class. The use of the supplychain as a functional organization within the organization to reduce costs.
The global supplychain that we know today is built on three assumptions: rational government policy, low variability, and availability of logistics. The impact varies by supplychain sector and value chain. Instead, supplychain leaders need to focus on the minimization of waste, and the alignment of signals.
The success of your business links inextricably to the performance of your supplychain. you have to make your supplychain successful too. SupplyChain and Business Success By the Numbers Now for those statistics I mentioned. If you want business success (and who doesn’t?),
The basic frame of supplychain planning–functional taxonomies for optimization on a relational database–must be redesigned before supplychain leaders can reap the benefit of deep learning, neural networks, and evolving forms of Artificial Intelligence (AI). I term this our data jail.
SupplyChain Matters features its latest full edition of This Week in SupplyChain Management Tech , a compilation of funding, partnership and other noteworthy announcements related to supplychaintechnology providers. Our previous posting in this series was published on March 28 th.
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.
It drives a supplychain planning gal like me crazy. For everyone trying to navigate new technology options, this is an important question. The traditional world of supplychain planning managed inputs into a data model to drive outputs. Traditionally, great supplychain planning was not about implementation.
Functional silos define today’s supplychain organization. I cut my teeth on early forms of supplychain planning. Like me, the traditio nal supplychain leader, grew-up believing in functional excellence and inside-out processes. This is also true of many of the organizations within supplychain.
SupplychainNetworkDesign can be explained as the strategic planning of the supplychain in order to measure the cost and the time required to bring the goods and services from manufacturers and suppliers to the market. This involves the placement of supplychain nodes in the accurate locations.
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].
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].
More than 500 supplychain leaders converged in Berlin between 11 – 13 November to learn how to unlock the full potential of their supplychains, and to ultimately reshape the future of their businesses. A holistic approach to solving supplychain challenges Those aforementioned challenges arent insignificant.
As I look around, I see examples of Stretch Armstrong in the technology and logistics realms. It addresses a real need and challenge that many companies face today: how to effectively scale their logistics resources, technology, and processes in a rapidly changing environment. Which technology applications should we invest in?
He was designed to be agile. Your supplychain needs to be agile too. The best supplychains are also designed for purpose. It requires design. For mature supplychain organizations, it is a natural extension of six sigma. Gumby can bend and adapt. He started as a green lump of clay.
For the supplychain leader it is not a game… The stake is business continuity. Gamers do well in the world of supplychain. Designing value networks and managing what-if conditions is fundamental to managing supplychain risks. In my life time, supplychains changed.
For each of these options, software and service providers need to set a clear path for success. The last mile is the most difficult and most expensive part of the supplychain journey. For MTS providers, the transportation strategies for success are less dependent upon improving technology than improving service levels.
Supplychain leaders want to improve it, but are not optimistic that they can make improvements. After two decades of process and technology refinement, excellence in demand management still eludes supplychain teams. Facing the SupplyChain Plateau. Why it Matters More than Ever.
The supplychain team’s past thirty-two months of disruption were a long, winding road full of surprises. In this volatile world, efficient procurement led by a CFO is not the answer. The goal is to help supplychain leaders to understand which techniques work and which do not. “ Wikipedia.
Or will companies stumble on the path by mistakenly implementing supply-centric processes and calling them demand-driven initiatives? As a writer of research on demand-driven supplychains for over eight years, I find many amusing. Supplychain leaders feel stuck. Their current technologies are inadequate.
If you’re a supplychain management professional, you’re probably aware of how important it is to continuously improve your skills and knowledge in this field. Fortunately, there are numerous courses available to help you develop your expertise in supplychain management, regardless of your level of experience.
Regional supplychain companies are attempting to define global requirements. They are well versed in requirements for regional supplychain planning, but they are attempting to redefine their processes and be more global. Success in SupplyChain Planning Is a Flip of a Coin. There is no one right answer.
A lot of our clients reflect upon the relevance of their networkdesign and wish to challenge their flow organization in order to address the stakes of reactivity and efficiency imposed by the market. The networkdesign is part of a mid/long term logic and aims at supporting the company’s business plan implementation.
The supplychain leader is incredibly busy and made even busier by having to navigate systems that don’t work well. ” A supplychain leader from GE at another conference said, “Yesterday, we called it big data. Challenge them to build new capabilities working with innovative technology leaders.
The global economy runs on efficient supplychains. The SCMDOJO SupplyChain Track offers a comprehensive supplychain training program to equip you with the knowledge and skills to excel in this dynamic field. It’s your one-stop shop for a complete supplychain management pathway.
Pushing the SupplyChain Reset Button by Lora Cecere , Founder, SupplyChain Insights SupplyChain Leaders Can’t Afford to Guess About the Future The global supplychain that we know today is built on three assumptions: rational government policy, low variability, and availability of logistics.
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