General SCM | SupplyChainBrain

General SCM: Page 1361

Three Supply Chain Stocking Stuffers Every CEO Wants
Why are CEOs allocating more of their valuable time to thinking about their supply chain?
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Can Maritime Piracy Be Stopped?
Does commercial shipping have to be a matter of life or death?
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The Role of Geographical Information Systems in the Supply Chain
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Trade Compliance and Global Security Management: A New Synergy
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Motorola Tightens Bond With Suppliers, Customers Through Collaborative Execution
To serve its demanding government and business customers, the company needed to find a way to resolve any potential service problems in the quickest and most cost-effective manner possible.
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Expenditures, Supply Chain Risk Aren't Linked, Study Finds
A new MIT study on supply chain risk shows no correlation between the total amount a manufacturer spends with a supplier and the profit loss it would incur if that supply were suddenly interrupted. This counterintuitive finding defies a basic business tenet that equates the greatest supply chain risk with suppliers of highest annual expenditure.
Success in Emerging Markets Takes Tactical and Strategic Approach
Over the last few years, the conventional wisdom has coalesced around a view that success in emerging markets is primarily a function of outstanding execution - speed, opportunism, tenacity, and guile - instead of a well-thought-out strategy supported by a set of winning and difficult-to-replicate organizational capabilities. In other words, street smarts are supposed to beat MBA smarts every time.
Assessing and Managing Risk in Global Supply Chains
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Papa John's and Manhattan Associates Discuss Benefits of Transportation Modeling
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Rick Blasgen Looks Forward and Back as CSCMP Celebrates 50 Years
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(Future) Nights of the S.F. Roundtable, Part Two
More predictions for the future of supply-chain management, courtesy of a panel of industry insiders at the fifth annual seer-fest sponsored by the San Francisco Roundtable of the Council of Supply-Chain Management Professionals:
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IBM Deploys Advanced Analytics to Unify Its Integrated Supply Chain
"Multinational" doesn't necessarily mean global. IBM saw the need to apply rigorous analytics to virtually every function that makes up its supply chain - and in the process, harmonize business processes across the organization.
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