The cloud—through web-based interfaces—makes it easier to connect through cloud-based solutions to customers and suppliers. Whereas the traditional license models with client-server architectures are not very extensible, the newer cloud-based solutions make this easier.
One in three companies have a supply chain center of excellence, but only one in two is successful. These are grim statistics. This is especially true when the word “excellence” drips off of the lips of the supply chain leaders that I meet.
Today, 2 in 5 companies believe their S&OP process is effective. Only 1 in 5 companies has a balanced process, and most companies struggle to get to data. Only 1/3 report that they are able to execute the S&OP plan. Most companies lack the ability to manage data and develop a feasible plan. For most, the technologies are not able to deliver role-based views or determine the most profitable plan.
Our frequent collaborator Lora Cecere, Founder and CEO of Supply Chain Insights is conducting a survey on Global Trade Management Software. To lend a hand, we wanted to give our audience the chance to take part!
Supply Chain Insights founder Lora Cecere overviews five different strategies to consider to implement supply chain planning technologies; stabilize current investments; build efficient B2B networks; augment current functionality based on risk profile & experiment with new forms of analytics.
Supply Chain Insights' founder Lora Cecere on the subtle topic of collaborative data sharing and processes.
Lora Cecere conducts a Q&A with Dave Biegger, SVP, Campbell Soup to understand his view on supply chain methodology as a supply chain leader
Upon disagreeing with the four box model of SCP, Lora Cecere ensues to explain why she thinks it is an inadequate model. Followed by an excerpt from a Q&A she did with Amway’s CSCO George Calvert.
Today, nine out of ten supply chains are stuck. Despite two decades of advancement in supply chain technologies, companies are struggling to gain balance at the intersection of operating margin, inventory turns and case fulfilment.
Growth has slowed. Complexity has increased. At least this is the story for consumer packaged goods (CPG) companies in North America.