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This Is the Year for Predictive Risk Quantification to Emerge in Supply Chain Management

In the late 1680s, a group of ship owners, merchants and ships' captains - in essence, the supply chain managers of the day - transformed global commerce by "inventing" business insurance. In 2015, the insurance industry will return the favor by supporting supply chain innovation through sharing the tools that insurers have depended on to predict and quantify risk. How and why (now) will that happen? And what do supply chain stakeholders need to do?

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How Can We Manage the Supply Chain If We Cannot See?

Analyst Insight: The term "supply chain visibility" is bandied about, but it lacks a consistent definition. There are many forms of visibility and companies use the term with many different definitions. The first step is getting clear on the definition, and the second is gaining clarity on the technology options. While most companies have made progress in supply chain visibility within the four walls of the enterprise, today, supply chain visibility in the extended supply chain is still in its infancy. – Lora Cecere, Founder of Supply Chain Insights

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Carriers Are Back In The Driver's Seat

Analyst Insight: Shippers have controlled the dialogue on rates and service for several years. This has now past, as several key factors now help carriers negotiate at the bargaining table. The could lead to a true "play or pay" scenario most shippers are not prepared to fully appreciate. – Karl B. Manrodt, Professor of Logistics, Georgia College & State University

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What's Your Strategy for Speed in Distribution?

Analyst Insight: Speed is a game-changer. Leaders are enabling faster fulfillment and reaping real bottom line and competitive advantage benefits. The key is balancing potential revenue gain or service level improvement against the investment and operating costs required to deliver on the promise. Choosing the right strategy depends on understanding the impacts, not just within the distribution center, but across the entire organization. – Helgi Thor Leja, Industrial Distribution Leader, Fortna Inc.

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Trace One, SGS Launch New Tool for Supply-Chain Visibility

Trace One has joined with SGS to create an integrated platform that provides "farm-to-fork" visibility throughout the supply chain for brand owners, manufacturers and suppliers.

Managing Business With the Supplier, Not Just the Supplier

Analyst Insight: No matter what "expert" you ask – all will point to the fact that SRM is on the rise. This growing realization that buyers and suppliers must work together to achieve success in today's complex and volatile economic climate is a welcome sea change in thinking that only will continue. A key to getting SRM right? Make sure you are putting in mechanisms to manage the business with the supplier – not just to manage the supplier. – Kate Vitasek, Faculty for the University of Tennessee's Center for Graduate Executive Education programs.

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SRM - It's More Than An Acronym

Analyst Insight: Richard Branson said, "Succeeding in business is about making connections." Our businesses today have thousands of connections with customers, suppliers, and within our own enterprises. The sheer magnitude of supplier connections can be complex in a global business: thousands of suppliers x hundreds of interactions per supplier x at least one element to be discussed between two of the parties equals many connections we must sort through to get to the heart of our relationships and manage them effectively. – Mickey North Rizza, VP Strategic Services, BravoSolution

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Take Control of Your Supply Chain Foundation

Last year, I attended a thought-provoking supply chain conference hosted by an industry analyst organization. The agenda was packed with interesting supply chain topics - cost-to-serve strategies, supply network optimization, S&OP integration, demand shaping tactics, etc. However, the event gave almost no attention to the foundation upon which advanced supply chain planning and execution strategies rest: supply chain integration.

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Advanced Supply Chain Planning for Tomorrow's Markets

Analyst Insight: If supply chains are not planned, then they evolve and often become overly costly, risky and ineffective in serving customers. However, today's dynamic markets require much more than routine planning. Each mega-process in the end-to-end supply chain (Plan, Buy, Make, Move, Distribute and Sell) is undergoing change at an unprecedented rate. Leading solutions lie in advanced planning strategies and methods for both depth and breadth. While today's top companies understand this, the majority are not yet advanced in supply chain planning. – Gene Tyndall, Executive Vice President, Tompkins International

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Turbocharge Your Supply Network with S&OP 3.0!

Analyst Insight: Call it Sales & Operations Planning (S&OP), Integrated Business Planning (IBP), Sales, Inventory & Operations Planning (SIOP) or Demand Driven - it doesn't matter. Arduous to implement, these processes continue to under-perform considering the political, operating and capital investment made. Why? In most organizations the daily working capital decisions are made by planners and schedulers using custom spreadsheets and tribal knowledge. It's time to transform the process, and let's call it S&OP 3.0. – Rich Sherman, author and founder at Gold & Domas Research

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Profit-Focused Planning for Better Decision Making

Analyst Insight: Sales and operations planning (S&OP) has been evolving for over three decades; its most recent iteration is Integrated Business Planning (IBP). While many companies struggle to derive full value from S&OP/IBP, those that excel at it have gone beyond simply balancing supply and demand. Their IBP processes support better, faster and more profit-focused decisions and liberate untapped profit potential at key points in the supply chain. – Jim Snyder, Managing Director, and Brad Householder, Partner, PwC Advisory Practice

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Panasonic Develops New Version of Toughbook Mobile Computer

Panasonic has developed the Toughbook 54, the latest in its series of light, semi-rugged laptops.

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