General SCM > Sourcing/Procurement/SRM | SupplyChainBrain

Sourcing/Procurement/SRM: Page 218

A High-Level View of the Radisys Supply Chain

As director of sales and operations planning with Radisys Corp., Lisa Aleman has multiple responsibilities for managing the company's supply chain. She underscores the importance of having oversight of both supply and demand.

SciQuest Releases New Version of Spend Automation Suite

SciQuest Inc., a provider of cloud-based applications for automating spend management, has released version 15.1 of its spend-automation suite.

Forty-Five Percent of Chief Procurement Officers Say Suppliers Are Their Main Risk

When assessing areas of risk facing their departments, nearly half (45 percent) of chief procurement officers named supplier risk as a top concern, according to a survey by Consero Group, which creates invitation-only events for senior executives. The results were reported as part of the 2015 Global Procurement & Strategic Sourcing Data Survey.

Zero-Sum Supplier Negotiation Eventually Leads to Everyone Losing

Applying leverage in negotiations results in a zero-sum outcome where one side wins and the other side loses. This typically means that the winner ends up with somewhat more than 50 percent of their hoped-for result and the loser gets somewhat less than 50 percent since, just as in sports competitions where the potential results are win-lose, lose-win and tie, the use of leverage doesn't allow for combined outcomes above 100 percent. Zero-sum outcomes not only create a relational imbalance, they create hard feelings. People who lose in one negotiation often do their best to turn the tables the next time such that they win - and you lose.

Manufacturers Can No Longer Ignore Focusing on Resource Productivity

A decade or so ago, companies in industrial manufacturing and other process industries did not need to focus on resource productivity. If they gave any attention to the topic, it was to undertake small, incremental measures with the hope of generating marginal improvements. That period is over. Today, there is no debate: resource productivity must be among the top priorities - if not the top priority - of industrial manufacturers around the world.

B2B Procurement Begins to Feel Emergence of Millennials

Millennial influence within business-to-business buying decision groups is growing rapidly, according to a study by Google and the research house Millward Brown Digital.

Business Strategy 2 07

Amber Road Acquires Global Sourcing Tool ecVision

Amber Road, a vendor of global trade management software, has acquired ecVision, a provider of cloud-based global sourcing and collaborative supply-chain applications.

Big Pharma, Big Vision

Challenge: Through acquisition and a strong development pipeline, this manufacturer grew into one of the world's largest pharmaceutical companies. As a result, its supply chain became complicated and unwieldy. Recognizing the opportunity to streamline its operations and capitalize on low margin products, company leadership prioritized a move to global standardization and shared services.

Moving Heavy Machinery in the Cloud

Challenge: With a supply chain spanning the farthest reaches of the globe, it wasn't uncommon for this heavy equipment manufacturer to lose sight of its shipments, resulting in frequent delivery delays and headaches for its dealers. Traditional point-to-point solutions were falling short in the supply chain.

Auto Suppliers in Financial Squeeze as Automakers Demand Deep Cost Cuts, Local Production

Automotive suppliers are under mounting pressure to satisfy two conflicting customer demands: to cut costs and to open more factories in fast-growing emerging markets so that they can be closer to their customers' production plants. Striking the right balance between cost and proximity in global manufacturing networks will be one of the industry's greatest challenges, according to a report by The Boston Consulting Group (BCG), conducted in partnership with the Fraunhofer Institute for Manufacturing Engineering and Automation IPA. The report is titled The Proximity Paradox: Balancing Auto Suppliers' Manufacturing Networks.

Break the Chain: Optimize With Smart Supply Network 3.0

Analyst Insight: Supply chain problems result from the uncertainty, time delay and amplification of variability based on demand changes from one function to another and from one organization to another. The parts of the chain don't work together! They often work against one another. The supply chain is a dysfunctional system that increases the cost of all participants in the system. Today's optimization and network technology provides the capability transform to a Smart Supply Network 3.0. – Rich Sherman, author and founder at Gold & Domas Research

Jan Feb15 Cover Sm 19

A Glimpse at the Factory of the Future

What will the typical factory look like five years from now?

Podcast 67

Page 218 of 390

Featured Product

Photo: iStock/Anastasiia Yanishevska

How a Leading U.S. Floral Distribution Company Reduced Warehouse Labor Costs by 45% with RFID

Recycled Tagging Fasteners: Small Changes Make a Big Impact

Mobile geolocation service for track delivery, cargo shipment and freight transportation. Logistic Import Export business (Elements of this image furnished by NASA)

Enhancing High-Value Electronics Shipment Security with Tive's Real-Time Tracking

Franchise business e-commerce online e-marketplace or digital marketing branch expansion for growth or use technology to analyze product consumer data website management plan for sale service concept.

Moving Robots Site-to-Site