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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. What’s missing? Today, in supplychain planning, this could not be further from reality. It is a landgrab of sorts.
My head is wobbling with announcements, late-night Friday press releases, company name changes, and executive turnover in the supplychain planning market. Let’s hope that these new executives see the light of a new day. OMP’s press release this week announced nine new chiefs. Is it musical chairs?
Sales & Operations Planning (S&OP) as a process has been around since the 1980’s. While the terminology evolved, the underlying thesis of S&OP has stayed the same, i.e., bridge the divide between sales forecasts and operational plans while respecting the budget.
New forms of technology are an enabler. I laughed at Neils Van Hove’s recent post. ” The problem is that each of the outside-in processes encountered problems with traditional technologies, and as a result, got stuck and had limited adoption. .” Supplychain leaders love shiny objects.
In December 2006, I published an article titled “ S&OP or just good supplychain planning ?” I wondered: is S& OP just too hard to implement ? There have been significant advances in both technology and supplychain thinking over the past decade. Lower inventory levels .
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. S&OP is too slow and cannot achieve the needed alignment.
To truly leverage it to improve business performance and predictability, you need to embark on a change management process and you need the right technology to self-enable your team. We spoke with Aron Waas, Global SupplyChain Director at Royal Boon Edam International to hear about his company’s experience.
Supply management. Supplychain management. Supplychain planning. The lack of interoperability between decision support platforms is a problem for companies attempting to improve decisions from the channel to supplier bi-directionally through technology. Let’s not quibble on the percentages.
A transformation that is based on the idea that by putting in new applications the company will automate a process, or processes, and provide more and better data to make decisions, is a poor foundation for a true transformation. The roots of IBP are in sales & operations planning (S&OP).
“May you live in interesting times,” widely attributed as a Chinese curse, some claim this as a blessing; whichever side you take, this is exactly what’s happening in the supplychain world since 2020, and it looks like we will be living with this blessing/curse for a while longer. Emerging Themes for SupplyChain Planning.
Life for the supplychain leader is more complex. Price of Ocean Shipping Business Continuity. 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. Observations from the SupplyChains to Admire Analysis.
S&OP and Multi-Horizon Integrated Business Planning Manual supplychain processes are a real headache. Supplychain organizations are no strangers to this frustration. Such steps include innovation and strategy review, demand review, supply review, financial integration, and executive business review.
To truly leverage it to improve business performance and predictability, you need to embark on a change management process and you need the right technology to self-enable your team. We spoke with Aron Waas, Global SupplyChain Director at Royal Boon Edam International to hear about his company’s experience.
It is one of those high-end brands with global recognition, and to my surprise, the manufacturer’s own website did not have any stock and no indication on when it would be available. When the pandemic started in 2020, no one could foresee the impacts of the global supplychain disturbances would last this long.
As we head into the holiday season, supply delays, logistics constraints and inflation are looming over shoppers and retailers—and the manufacturers and distributors who keep them in supply. The 2021 supplychain shortage is the story of our lives today, as the enormous bullwhip effect of COVID continues.
Companies implementing supplychain planning (SCP) have traditionally been very big companies or companies with complex supplychains. Supplychain planning is not just for the big boys. In September of 2020, the company hired Jeff Baker to be their Vice President of Procurement and Integrated SupplyChain.
Recent supplychain disruptions are forcing organizations to challenge the prevailing wisdom and look for newer approaches to decision making. The simultaneous shocks to demand and supply, and the magnitude of these shocks are not something the world ever experienced.
One day, a product is flying off the shelves, and the next, it’s gathering dust. 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.
The first half of this year has flown by and for many of us, it’s time for a much needed vacation. It’s the perfect companion for an inspiring holiday break! Looking for a software provider for Business Analytics, S&OP, Inventory Optimization, Production Planning & Scheduling or SC Network Design?
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 supplychain metrics are gnarly and complicated.During Background on the SupplyChain Index.
The supplychain world is dominated by men. So, why is it that in this male-dominated world of supplychain there is very little chutzpah? The supplychain team takes and ships orders. The supplychain team with chutzpah has courage. My circular logic goes like this. Men have cojones.
To truly leverage it to improve business performance and predictability, you need to embark on a change management process and you need the right technology to self-enable your team. We spoke with Aron Waas, Global SupplyChain Director at Royal Boon Edam International to hear about his company’s experience.
In December 2006, I published an article titled “ S&OP or just good supplychain planning ?” I wondered: is S& OP just too hard to implement ? There have been significant advances in both technology and supplychain thinking over the past decade. Lower inventory levels .
Supplychains are particularly vulnerable during recessions. Consequently, it is imperative to develop a recession-proof supplychain to make them more resilient and adaptable. A resilient supplychain is one that can absorb shocks and continue functioning with minimal disruption.
Yesterday, I finished a post on supplychain planning maturity. A client had asked me, “How do I know if we have a mature supplychain planning organization?” Excellence in supplychain planning is a cultural shift. The average supplychain leader has five distinct supplychains.
Preview In his 2019 Foresight article, Niels van Hove examined eight technological hurdles that must be overcome to enable autonomous or ‘lights out’ supply-chain planning. He reasoned that to support such planning we need to implement a third wave of integrated supply-chain planning software. Key Points.
Therefore, traditional push-driven supplychains are wholly unfit for this situation. 1] Mohawk sought to profit from the resurgent demand for ‘ analog experiences ’ by owning the fine paper space and transforming its extended supplychain. Their S&OP program, however, was only the beginning.
Professionals in supplychain management use various methods to identify best practices to improve the operations. In order to accelerate the learning, this article has gathered 20+ most sought-after supplychain case studies, analyzed/categorized them by industry and the findings are presented.
Companies of all sizes have been capturing the value from Global SupplyChain to increase the economies of scale and scope for years. In this article, we will show you tips from worldwide experts that you can use to streamline your global supplychain operations. However, you may wonder what kind of practices really work.
In this blog series, I’ll take a look at the current state and future evolution that can be expected within the world of supplychain planning software through the lens of Dassault Systèmes DELMIA. What is supplychain planning? Why do manufacturers need an effective supplychain plan?
Lizet Tymon, the senior supplychain management director at Jabil. Lizet Tymon, the senior supplychain management director at Jabil, has an interesting story to tell about how she advanced from being one of hundreds of managers at Jabil to being a senior director at this Fortune 500 company. Jabil is a big company.
by Lori Smith Can the S&OP process be done without technology? The answer to that question has certainly evolved over the years, and while there are still some holdouts, most will now agree that technology is indeed required. In addition, companies will have two to five S&OP processes working independently.”.
In 1966, HEINEKEN became one of the first Dutch companies to adopt container shipping. Decades later, they would debut a climate-efficient shipping route between their brewery and the port of Rotterdam. To learn more about these efforts, we spoke with Wilko Sierksma , HEINEKEN’s manager for Network Design and Global S&OP. .
Execution of S&OP through a sales and operations execution process is what sets top brands apart. S&OP Defined. The goal of S&OP is to create an overall strategy that helps resource allocation and management meet customer needs while controlling costs. S&OE Bridges the Gap.
The first half of this year has flown by and for many of us, it’s time for a much needed vacation. The list includes our best supplychain analytics blogs and news items, our latest webinars and most recent case studies. It’s the perfect companion for an inspiring holiday break!
Two adjectives that often describe the most successful supplychains are adaptive and resilient. An adaptive supplychain is one that is able to respond quickly to changes and disruption, and the ensuing changes to demand. A resilient supplychain is able to recover quickly from these disruptions.
Your supplychain needs to be agile too. The best supplychains are also designed for purpose. For the purpose of this discussion, I define agility as the design of the supplychain to deliver the same cost, quality and customer service given a level of both market volatility and process variability.
From warehouse robots (very real) to equipment that you control with your mind (in the labs), new technologies appear so regularly that it can be hard to separate real from science fiction. Beyond cars and machine tools, 3D printers are now making spare parts to order for the US Marine Corps, container ships, and beverage filling plants.
We have a great speaker line up, but here are 4 supplychain minds you can’t miss! Session Title: “End to End Visibility and Supply Planning — Schneider Electric” In Alain’s main stage presentation hear how end-to-end supplychain visibility is key for becoming demand-driven and building value in supply networks.
Waves of hype pass through supplychain narratives. and digital supplychains. and digital supplychains. I could write a blog about each story, but let’s save that for coffee.) A Closer Look at Digital For a decade, I have struggled to get a clear definition on the digital supplychain.
Today, I am again teaching an open class on outside-in planning concept s. Over the next five weeks, seventy business/technology and consulting leaders will complete the course. In today’s training class, we focused on determining the balanced scorecard. If not, let’s pack more hamburger. The reason?
Professor Zondag is a professor from supplychain program at Western Michigan University which is ranked one of the best program in the nation. Introduction For many companies the implementation of a formal Sales and Operation Planning (“S&OP”) process has not delivered the expected improvement in demand and supply integration.
I recently read a roundup of all the research Gartner Group has published around S&OP. I’m struck by the fact the research points to 70% of companies are at a maturity level of 2 or lower even after 30 years of S&OP chest beating by the supplychain industry. Have you mastered supply planning?
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