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Global Supply Chain Management: Page 551

Is There An Opportunity for Supply Chain Risk and Vendor Risk Convergence?

Analyst Insight: The complexity of modern supply chains introduces a wide variety of risks into business operations. Supply chain professionals primarily worry about logistics and planning challenges, but a host of legal exposures can come into play as well. The management of these vendor risks typically falls to legal and compliance stakeholders, but ultimately impacts supply chain activities. This creates a unique need for integration between solutions supporting risk and supply chain management. – David Houlihan, Principal Analyst at Blue Hill Research

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Your Next Perfect Employee or Job Is Waiting

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Advanced Supply Chain Planning for Tomorrow's Markets

Analyst Insight: If supply chains are not planned, then they evolve and often become overly costly, risky and ineffective in serving customers. However, today's dynamic markets require much more than routine planning. Each mega-process in the end-to-end supply chain (Plan, Buy, Make, Move, Distribute and Sell) is undergoing change at an unprecedented rate. Leading solutions lie in advanced planning strategies and methods for both depth and breadth. While today's top companies understand this, the majority are not yet advanced in supply chain planning. – Gene Tyndall, Executive Vice President, Tompkins International

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Turbocharge Your Supply Network with S&OP 3.0!

Analyst Insight: Call it Sales & Operations Planning (S&OP), Integrated Business Planning (IBP), Sales, Inventory & Operations Planning (SIOP) or Demand Driven - it doesn't matter. Arduous to implement, these processes continue to under-perform considering the political, operating and capital investment made. Why? In most organizations the daily working capital decisions are made by planners and schedulers using custom spreadsheets and tribal knowledge. It's time to transform the process, and let's call it S&OP 3.0. – Rich Sherman, author and founder at Gold & Domas Research

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Profit-Focused Planning for Better Decision Making

Analyst Insight: Sales and operations planning (S&OP) has been evolving for over three decades; its most recent iteration is Integrated Business Planning (IBP). While many companies struggle to derive full value from S&OP/IBP, those that excel at it have gone beyond simply balancing supply and demand. Their IBP processes support better, faster and more profit-focused decisions and liberate untapped profit potential at key points in the supply chain. – Jim Snyder, Managing Director, and Brad Householder, Partner, PwC Advisory Practice

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Supply Chain Has to Adjust as 'Center of Gravity' for Recycling Gold Moves from West to Asia

A report from The Boston Consulting Group and the World Gold Council analyses the economic drivers of the global gold recycling market and highlights important future industry trends, including a shift in concentration of gold recycling from west to east, increased difficulty in obtaining gold from electronic products as less is used in modern devices, and potential consolidation within the recycling industry across the entire value chain.

S&OP: An Enabler of Supply Chain Management

Analyst Insight: Supply chain management ... the words are a freely exchanged contemporary coin of the realm. Yet reality has fallen short of promise because of anachronistic functional silos, presided over by vice presidents who fiercely defend their worn-out turf with an endless stream of misguided initiatives. Sales and operations planning (S&OP) was designed to bash these barriers, but it, too, has fallen short because of overmatched implementation technology. Fortunately, there is a readily available solution. – Jeff Karrenbauer, president & co-founder, INSIGHT Inc.

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Why Your S&OP Strategy Is Still Lagging in 2015

Analyst Insight: Although sales and operations planning has been a formalized practice since the 1980s, companies still struggle to effectively implement S&OP as both sales and operations become more fragmented. Based on the successes of multiple multibillion-dollar organizations, Blue Hill provides the following recommendations for companies still finding it difficult to effectively start an S&OP program. – Hyoun Park, Chief Research Officer at Blue Hill Research

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3 Keys to Starting or Improving Your S&OP Initiative

Analyst Insight: Sales and operations planning is almost sacred to those who have it, but still fuzzy to those who don't. Those who do, cannot imagine running their business without it, while those who don’t, are still debating the merits and are not clear about the value. Whether you have it and are looking for tips to improve, or are seriously considering but yet unsure, read on. - Bryan Ball, Vice President and Group Director, Supply Chain and Operations Practices, Aberdeen Group

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Top Retail Megatrends Require an Omnichannel Supply Chain

Analyst Insight: The retail industry is undergoing massive transformations as a result of three megatrends: technology, globalization and supply chain. New technologies have changed the definition of the word "shopping." Globalization has resulted in products designed for international consumption and manufactured in the country with lowest total delivered cost. Supply chain's role is to support the desires of global customers with an efficient flow of goods, information and cash. The omnichannel supply chain is critical to these transformations, and it should evolve through a Strategy-Structure-Implementation process. – Jim Tompkins, CEO, Tompkins International

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Recalls in Automotive Industry Lead Reverse Logistics Activity in 2014, Report Says

Reverse logistics last year was punctuated by the record-breaking recall activity in the automotive industry, which created momentum that is now carrying into 2015. According to the Q4 Recall Index analysis from Stericycle, there was an unprecedented 74 million automotive units recalled throughout the year, an increase of 166 percent from 2013. Top affected products included air bags, which made up 34 percent of the total units recalled, and electrical systems, which impacted 31 percent of the units.

Hard Lessons in Disruption: What the West Coast Port Slowdown Really Taught Us

With a tentative agreement in place between the International Longshore and Warehouse Union (ILWU) and the Pacific Maritime Association (PMA), the 7-month-long West Coast port crisis has come to an end. What comes next is the final body count - what percentage of GDP shrank because of the slowdown? What was the impact on the trade deficit? Who got hit hardest, and just how hard? Then what? There may be a collective sigh of relief in the air, but can things really go back to normal? Should they?

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