The answer to a simple question of why do consumer products manufacturers not use retail data in the management of the supply chain?
When reviewing strategy decks for supply chain teams, I often see statements like “move from a functional-silo’d focus to a drive a more holistic response.”
Only 1/3 of companies feel that they are doing well during this time of disruption after disruption. The understanding of new technologies continues to be low with many attempting to use historic approaches to improving capabilities using the term “digital.”
Definition: “Someone’s efforts, resolve, or viability are tested; things are meaningfully challenging.“ Wikipedia The supply chain team’s past thirty-two months of disruption were a long, winding road full of surprises. Navigating through the turmoil is
Disruption after disruption is the current state of today’s supply chain. As we build better solutions for planning, we need to avoid dead-end streets.
Thirty-one months of supply chain disruption. Currently, companies struggle with rolling electric outages in China. Water levels falling in the Rhine, the Loire, the Yangtze,
A blog post outlining the mistakes companies make in the selection and implementation of supply chain planning technologies.
I remember the evening well. A requirement to apply as an analyst position for AMR Research was to write an opinion piece and defend the
The Supply Chains to Admire Analysis, now in its 9th year, evaluates public companies on balance sheet performance of growth, operating margin, inventory turns, and Return on Invested Capital. Only 4% of companies outperform their sector.
Supply chain resilience is “the capacity of a supply chain to persist, adapt, or transform in the face of change”. Wikipedia Revlon bankruptcy. McCormick stock
