SupplyChainBrainMore from SupplyChainBrainAll TechnologyAlignment Is Not Just for CarsAnalyst Insight: Alignment is the positioning of parts so they are in their proper position to run correctly – as in car parts. Alignment is also the ability to optimize the business results by aligning people, programs and business processes. According to Supply Chain Insights, Alignment continues to be one of the top three supply chain business initiatives in 2015. – Mickey North Rizza, VP Strategic Services, BravoSolutionFebruary 20, 2015All TechnologyInternal and External MisalignmentAnalyst Insight: A major reason the majority of start-ups and mergers are destined to fail is that companies are not aligned when it comes to determining the nature of their business, what they want to achieve and how they will achieve it. Misalignment can happen both internally and externally and almost always translates into frustration and failure. – Kate Vitasek, Faculty, University of Tennessee's Center for Graduate Executive Education programs.February 19, 2015All TechnologySupply Chain Optimization for a Changing Business EnvironmentAnalyst Insight: Optimization. It sounds simple enough, but when was the last time you thoroughly reviewed your supply chain, and more specifically, the transportation network and associated cost structure for complete optimization? Optimization has many spokes, yet the goal is to improve service and reduce costs. For many companies this awareness is event-driven, occurring only when something negatively impacts the supply chain such as congestion at ports or anywhere along the transportation network, supplier issues, or an imbalance in inventory. – John Haber, President & CEO, Spend Management ExpertsFebruary 19, 2015Business Strategy AlignmentMaking the Most of Supply Chain's Seat at the Strategy TableAnalyst Insight: Companies spent over $400bn on external management consultants in 2013 with a majority on strategy development and implementation. This figure shows companies struggle to develop and retain strategy as a skill in the talent toolbox. As a pioneer of process engineering and continuous improvement, supply chain has already proven to be an organization that can break complex problems down into simple, repeatable steps. It's now our turn to do the same with strategy. – Matt Davis, SVP Research at SCM WorldFebruary 19, 2015Global LogisticsAfrica: The Last Emerging - and Vital - MarketAnalyst Insight: With stories of Ebola and Boko Haram dominating the news, it would be easy to dismiss Africa from a supply chain perspective. Risk is clearly high and traditional reasons to engage supply chain - either for low-cost sourcing or new market entry - may seem absent. The truth, however, is that many supply chain leaders should start thinking now about how to engage this vital emerging market. - Kevin O’Marah, Chief Content Officer, SCM WorldFebruary 18, 2015All LogisticsYour Next Perfect Employee or Job Is WaitingSupplyChainBrain and JobsInLogistics have joined forces in 2015 for the specialized purpose of:February 18, 2015Business Strategy AlignmentAutomakers Are Bound to Design, Build and Sell AnywhereAnalyst Insight: Car ownership in developing economies is on the rise. By 2020, annual world vehicle production could reach 85 to 90 million units. That will mean another 75 to 100 plants, each producing around 300,000 cars a year, will be needed, essentially in or close to the world's fastest-developing countries. Automakers have to create new global production strategies to serve these multiple diverse markets. – Pierfrancesco Manenti, Vice President, Research, SCM WorldFebruary 18, 2015All LogisticsBalancing Cost and Customer Expectations for Profitable Apparel ReturnsAnalyst Insight: Online retailers must make the returns process convenient for their customers which, in turn, increases the amount of product returned. But every company must find a balance between cost and customer expectations. Should you encourage customers to return products to the store? To the DC? To a 3PL? The answer depends on your brand, culture, infrastructure and average unit price. – Bruce Baring and Jason Denmon, Apparel Industry Leaders, Fortna Inc.February 18, 2015All LogisticsInnovation in 3PLs Should Not Be an Oxymoron!Analyst Insight: Customers of 3PLs face fundamental market transformation impacting their supply chain operations and initiatives. Connected commerce drives basic changes to fulfillment operations. Change is occurring at internet speed. 3PLs haven't traditionally been known for "anticipating" customer requirements changes. They have, however, been exceptional in responding to customers' requirements when the changes become apparent. In today's fast-paced markets, responding to change may not be enough. Vested relationships based on innovation are the new 3PL imperative. – Rich Sherman, author and founder at Gold & Domas ResearchFebruary 17, 2015All LogisticsThe Future Model: Driving Speed to Value for 3PLs and CustomersAnalyst Insight: Implementation time-lines for transportation management outsourcing continue to shrink thanks to cloud-based systems, process standardization, and features like automated carrier contract management. This is not the case for facility start-ups. With 10+ key milestones, hundreds of key tasks and sub-tasks, time-line slippage and cost overruns can quickly extend the time to value for both 3PLs and shippers. – Valerie Bonebrake, Senior Vice President, Tompkins InternationalFebruary 17, 2015Previous PagePage 480 of 589Next Page
