SupplyChainBrainMore from SupplyChainBrainAll LogisticsThe Three Rings of Inventory OptimizationAnalyst Insight: Ever wonder why a majority of inventory optimization projects struggle to completely realize potential benefits? Most companies focus solely on inventory strategy, without taking a comprehensive, holistic approach. Taking the holistic approach introduces two additional levers to inventory optimization - business alignment and execution excellence - which, coupled with inventory strategy, enable supply chains to achieve strategic and targeted performance improvement goals. We call these the three rings of inventory optimization. - Rodrigo Cambiaghi, Principal; Claudio Menegusso, Senior Manager; Mark Johnson, Manager; and Saurabh Jha, Senior, all in the Advisory Services of Ernst & Young LLPMarch 3, 2016Logistics OutsourcingLeveraging Analytics to Better Manage Industrial AssetsAnalyst Insight: The connected nature of today's business environment is driving exponential growth in data, which is subsequently driving improvements in advanced analytic capabilities and the opportunity to leverage advanced analytics in manufacturing processes. For industrial manufacturing firms, capturing real-time data relative to asset performance and condition enables predictive maintenance and helps to realize productivity improvements and cost savings by reducing unscheduled downtime and optimizing asset performance. - John Santagate, Research Manager, IDCMarch 3, 2016All TechnologyCapturing Business Value While Meeting Regulatory RequirementsAnalyst Insight: An enterprise-wide global trade strategy increases supply chain cost and service performance for all trading partners and enables importers and exporters to comply with mandatory trade and security regulations. Companies that prioritize best-in-class global supply chain trade practices, maintain effective global transport / trade organizations and employ enabling technologies are the best positioned to capture the economic and brand benefits available in growing and changing global markets. - Don Anderson, Principal, Tompkins InternationalMarch 2, 2016All LogisticsPersonalized Multichannel LogisticsAnalyst Insight: Your target customers have completed their research and are ready to purchase your product. Then comes the final step in the purchasing process - selecting the delivery method (logistics channel) that best fits their immediate needs. In today's world, whether customers realize it or not, they are driving companies to become more flexible in their logistics capabilities. - Thompson Brockman, Partner, Tompkins InternationalMarch 2, 2016All TechnologyImproving the Downstream Supply ChainAnalyst Insight: Given today's intensely competitive business environment, as well as consumers who are more informed and demanding than ever, it's imperative that companies develop customer-driven operations that create a distinctive experience through supply chain capabilities. Simply put, product/service features and pricing are no longer enough to meet customer expectations. And since customers in different segments often have very different needs, generic supply chain capabilities won't cut it. - Joseph S. Roussel; Global Operations Advisor, PwC; Brad Householder, Principal, PwCMarch 2, 2016All LogisticsThe Growing Impact of IoT on Supply ChainsAnalyst Insight: The growth of IoT (the Internet of Things) will impact supply chains dramatically in the long run. Increasingly instrumented and connected manufacturing plants, warehouses, vehicles, and the products themselves will provide very precise, real-time 'X-ray vision' into what is happening in the plant, on the road, and in the field. - Bill McBeath, Chief Research Officer, ChainLink ResearchMarch 2, 2016All LogisticsGiant Steps Needed for Distribution Footprint OptimizationAnalyst Insight: Suppliers competing in a global market grapple with several factors that are pushing them to redesign their distribution footprints. A boom in mergers and acquisitions, increasing delivery demands, and a shift in the locations of supply sources are all converging, requiring reconfigurations of the single or multi-echelon networks of warehouses and cross-docks used to "hub and spoke" products in a cost-effective manner to customers while ensuring the appropriate level of required customer responsiveness. - Michael Albritton, Director, AlixPartnersMarch 2, 2016Business Strategy AlignmentThe Expansion of Global Entertainment at a Glance - Star WarsAnalyst Insight: When Star Wars was released in the U.S. in 1977, China was a broken, impoverished, country reeling from the Cultural Revolution and seeking ways to rejoin the "Republic" of nations. To many Chinese alive at the time, the China of today must look much like the Star Wars universe looked 40 years ago to American moviegoers. Full of unimaginable technologies, bullet trains and jets whizzing people around and avant garde fashions replacing Mao suits. - Michael Zakkour, Vice President China/Asia Pacific Practice Leader, Tompkins InternationalMarch 1, 2016All TechnologyTrends for Enterprise Software and ERP SystemsAnalyst Insight: The state of enterprise software market has changed to the point where organizations may be conflicted as to the type of systems to select. ERP, point solutions, third-party integrations and BPM tools have introduced doubt to organizations trying to match their business requirements to IT strategies. Too much choice may increase the quantity of IT failures due to companies implementing the wrong type of software. - Keean Persaud, Managing Director, Eval-SourceMarch 1, 2016All TechnologyThe Importance of Network Design to Supply ChainsAnalyst Insight: It is important to recognize that a consumer packaged goods company's network determines its supply chain efficiency and customer satisfaction. Designing an optimal supply chain network means the network must be able to meet the long-term strategic objectives of the company. Most business units or functional areas within a company are impacted by network design efforts; therefore, the involvement of key stakeholders is imperative. - Bruce Tompkins, Partner, Tompkins InternationalMarch 1, 2016Previous PagePage 466 of 589Next Page
