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Global Supply Chain Management: Page 818

50 Fast-Growing, Globalizing Companies Highlight Southeast Asia's Economic Resurgence

Fifty companies, the Southeast Asia challengers, have been rapidly expanding, competing in the Asian and global economy, and throwing a spotlight on a region that has experienced an economic renaissance that has largely escaped attention, according to a report published by The Boston Consulting Group (BCG).

Execs Still Want to Cut Costs, But Most No Longer Considering Layoffs

More than half of Fortune 1000 executives are focused on cost reduction strategies for delivering earnings and funding growth in 2012, according to a recent survey commissioned by Procurian, formerly ICG Commerce, and conducted by Harris Interactive. Administered to more than 300 Fortune 1000 executives, the survey finds that in the coming year 60 percent of respondents will focus on non-people-related cost reductions as the major source of funds for investments in innovation and growth.

Next Generation Moves Beyond Demand/Supply Balancing

Analyst Insight: It's been another year of exciting times within supply chain management, especially with regard to S&OP - as we continue to improve upon a 35-year-old process of balancing demand and supply. Approximately 85 percent of supply chain management professionals around the globe say they are exercising the S&OP process (informal polling of approximately1,000 execs over the past year). About 65 percent of those professionals are positioned in Stage I or II of AMR's (now Gartner) S&OP Maturity Model. While this is positive news, it's clear that globalization of our supply chains requires more than just S&OP basics. - Gregory L. Schlegel, adjunct professor, supply chain risk management, Lehigh University Graduate Program

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Driving Business Value Through S&OP and IBP

Analyst Insight: Economic challenges have kept sales and operations planning at the forefront of the supply chain executive's mind. Research has successfully identified the financial benefits that S&OP and integrated business planning (IBP) bring to the table: for example, the Aberdeen Group points to best-in-class companies and the two- to six-times benefits they gained in several key metrics, especially gross margin, in comparison with other companies that did not employ S&OP. Nari Viswanathan, vice president, solutions architecture, Steelwedge Software

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Twitter Co-Founder Biz Stone to Deliver Keynote at GS1 Connect Conference

Importers, Manufacturers Highly Confident About Spring, Summer Retail Sales, Survey Says

Importers who sell to America's major retailers are preparing for a significant uptick in consumer spending this spring and summer, according to a recent survey conducted by Capital Business Credit (CBC), a non-bank lender that services the retail sector.

Global Transportation Solutions Help Companies Reduce Cost and Pay Invoices Quicker

Although organizations must connect suppliers and customers around the globe, managing worldwide supply chains can cause cost increases and operational challenges, However, Aberdeen Group's latest research, entitled 2012 Best Practices for Closing the Loop on Multinational Transportation Procure to Pay, identifies best-in-class behaviors that enable the top 20 percent of performers to reduce invoice cost, yet process and pay faster than competitors.

Analysis Pinpoints Risk Hot Spots for Freight Forwarders and Logistics Operators

Despite key factors that cause disruption throughout the global supply chain, there are opportunities for operators to save costs by tightening procedures to minimise accidents, breakdowns, delays and other risks, according to Laurence Jones, TT Club's director of global risk assessment.

The Difficulties, Rewards of Effective Supply Chain Security and Risk Management

Analyst Insight: Our research finds that very few companies have a good handle on supply chain risk. The dynamic nature of trading partner relationships, the depth and global footprint of multi-tier supply networks, and many other factors make building a resilient supply chain very difficult. However, those that manage supply chain risk well can gain market share when the inevitable disruptions occur, impacting their competitors. - Bill McBeath, chief research officer, ChainLink Research

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The New Supply Chain Normal: Global Uncertainty, Complexity & Risk

Analyst Insight: There were more than 2,000 supply chain disruptions for publicly held companies in 2011. That, coupled with PRTM's 2010 global survey stating that over 90 percent of all companies plan to grow market share by manufacturing and selling in overseas markets, it goes without saying that our global supply chains will experience additional uncertainty, complexity and risk in 2012. And yet, the vast majority of manufacturers are fully unprepared for the complexity of manufacturing and servicing global customers with regionally customized products. - Gregory L. Schlegel, adjunct professor, Supply Chain Risk Management, Graduate Program, Lehigh University

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Global Supply Chain Forum Looks Back Over 20 Years

Initiatives such as the Global Supply Chain Forum, which resides at Ohio State University's Fisher College of Business, give the business world access to academic expertise and valuable research, says forum director Douglas M. Lambert. Such efforts are becoming more common, he says, adding that "the business community ought to be our laboratory."

In Wake of Japanese Earthquake, Companies Ask if Supply Chains Can Be Too Lean, Study Finds

A year after the Japanese earthquake and resulting tsunami, supply chain managers are reconsidering just-in-time strategies, according to a survey released by the Business Continuity Institute.

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