Login



For PLUS+ subscription assistance, contact customer service.

Not a PLUS+ Subscriber?

Become a PLUS+ Subscriber today and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access
  • 7 Magazine Issues per Year
  • Companion Digital Editions
  • Digital Edition Archives
  • Bonus Email Newsletters

Subscribe Today!

Premium access to exclusive online content, companion digital editions, magazine issues and email newsletters.

Subscribe Now.


Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2009.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $109/year*. Begin yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

For assistance with your PLUS+ subscription, contact customer service.

* Prices higher for subscriptions outside the USA.

PLUS+ Customer Service Support


Customer service for all PLUS+ subscribers is available Mon-Fri, 9am-5pm Eastern time.

Email: [email protected]
Phone: 1-800-598-6067 (1-508-663-1500 x294 outside USA)
Mail: PO Box 1496, Framingham MA 01701-1496, USA



You have been logged out of PLUS+


For PLUS+ subscription assistance, contact customer service.

Need to access our premium PLUS+ Content?
Upgrade your subscription now.


Our records show that you are currently receiving a free subscription to Supply Chain Management Review magazine, or your subscription has expired. To access our premium content, you need to upgrade your subscription to our PLUS+ status.

To upgrade your subscription account, please contact customer service at:

Email: [email protected] Phone: 1-800-598-6067 (1-508-663-1500 x294 outside USA)

Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2010.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $129/year*. Start yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

This content is available for PLUS+ subscribers.


Already a PLUS+ subscriber?


To begin or upgrade your subscription, Become a PLUS+ subscriber now.

For assistance with your PLUS+ subscription, contact customer service.

Sorry, but your login to PLUS+ has failed.


Please recheck your login information and resubmit below.



For PLUS+ subscription assistance, contact customer service.

Management Do’s and Do Not’s to Support Supply Chain Analytics

Recognition of the importance and value of business and supply chain analytics has surged dramatically in the last few years among supply chain executives and practitioners.

<p>Editor’s Note: Dr. Tan Miller is Director of the Global Supply Chain Management Program At Rider University, College of Business Administration. This is the first of a two-part series.</p>

Editor’s Note: Dr. Tan Miller is Director of the Global Supply Chain Management Program At Rider University, College of Business Administration. This is the first of a two-part series.

By ·
<p>Editor’s Note: Dr. Tan Miller is Director of the Global Supply Chain Management Program At Rider University, College of Business Administration. This is the first of a two-part series.</p>

Editor’s Note: Dr. Tan Miller is Director of the Global Supply Chain Management Program At Rider University, College of Business Administration. This is the first of a two-part series.

Latest News

Third Party Risk: Too Close for Comfort
The State of the DC Voice Market
ISM semiannual report presents a positive outlook for manufacturing and non-manufacturing in 2018
Rail labor agreements are reached, says National Railway Labor Conference
Positive outlook for 2018 is in the cards for manufacturing and non-manufacturing sectors, says ISM
More News

Latest Resource

Third Party Risk: Too Close for Comfort
You’ve got a handle on many of the potential supply chain "disrupters" that can paralyze your business. But the real risk is embedded in areas you may have overlooked.
All Resources
By ·

Recognition of the importance and value of business and supply chain analytics has surged dramatically in the last few years among supply chain executives and practitioners.  The ever increasing complexity of global supply chains, coupled with rapid technological advances in information systems and related technologies, convinces more supply chain professionals each year that superior analytic capabilities represent a core requirement and “must have” to operate an effective and efficient supply chain.  Further, as an article by O’Dwyer and Renner in a recent issue of Supply Chain Management Review pointed out, the promise of more advanced supply chain analytics in the near future is great.

In fact, many firms have used business analytics, and more broadly speaking supply chain “Decision Support Systems” (DSS) for decades. As the use of supply chain analytics and DSS develops an increasingly prominent role and level of acceptance, there are several “management issues” that supply chain managers and executives must address.  The purpose of this brief article is to share a few key observations and learnings about supply chain analytics based on this author’s twenty plus years of employing DSS and supply chain analytics in a number of different firms and industries.

For purposes of this article, let’s define supply chain analytics (SCA) and DSS as those tools and techniques which utilize corporate data bases and other information feeds as inputs to generate supply chain plans and schedules.  SCA and DSS provide inputs to decisions ranging from short run day to day operations to long run strategic planning.  Components of SCA and DSS include data bases, and quantitative techniques and algorithms such as forecasting models, mathematical simulation and mathematical optimization.

Key Management Learnings and Observations

Regardless of the specific SCA/DSS tools and techniques employed by a firm, there are several management principles that commonly apply.  First, a supply chain group must at the minimum have a few SCA/DSS experts imbedded in the organization.  Further, these employees must be involved in, and interact regularly with employees integral to daily, short run operations, as well as longer run planning activities.  Positioning several SCA/DSS experts in the midst of daily operations generates a number of benefits for the supply chain organization.

These benefits include the following:

• SCA/DSS colleagues imbedded in a supply chain organization quickly learn and know your firm’s network “by heart”.  For example, assume these employees develop and maintain mathematical optimization models of your distribution or (better yet) your integrated manufacturing/distribution network.  Through the process of developing and utilizing these models for medium and long-term planning, the SCA/DSS colleagues become extraordinarily knowledgeable about the firm’s network.  After a period of time, these internal experts almost don’t need to run their models to predict the impact of potential network changes.  Through their constant immersion in the network’s data, these colleagues have a heightened understanding of the capacities, costs, dependencies and intertwined relationships of each location on a network.  This type of quantitative, fact-based knowledge facilitates improved decision-making throughout the organization – both in more informal, spur-of-the-moment decision situations, as well as of course in more formal planning processes.

• The presence of SCA/DSS employees in positions integral to supply chain operations raises the quality of the “thinking” and planning processes of the entire supply chain organization over time.  Operations colleagues who interact with the SCA/DSS colleagues on a daily basis come to expect and eventually demand improved decision support inputs to their daily decision-making activities.  As all employees begin to realize the benefits of improved analytic support, the organization as a whole becomes more creative and insightful as to what additional decision support will improve overall productivity.  In summary, the presence of SCA/DSS experts imbedded in a supply chain group will over time raise the thinking process of the entire organization.

Tomorrow:

Another Learning – Access to Corporate Data Warehouses


About the Author

Patrick Burnson, Executive Editor
Patrick Burnson is executive editor for Logistics Management and Supply Chain Management Review magazines and web sites. Patrick is a widely-published writer and editor who has spent most of his career covering international trade, global logistics, and supply chain management. He lives and works in San Francisco, providing readers with a Pacific Rim perspective on industry trends and forecasts. You can reach him directly at [email protected]

Subscribe to Supply Chain Management Review Magazine!

Subscribe today. Don't Miss Out!
Get in-depth coverage from industry experts with proven techniques for cutting supply chain costs and case studies in supply chain best practices.
Start Your Subscription Today!

Latest Whitepaper
Third Party Risk: Too Close for Comfort
You’ve got a handle on many of the potential supply chain "disrupters" that can paralyze your business. But the real risk is embedded in areas you may have overlooked.
Download Today!
From the December 2017
This is a comprehensive guide to services, products and educational opportunities targeted specifically to supply chain professionals. As with years past, we’re also featuring several articles we trust will offer food for thought in your supply chain throughout the coming year.
Transportation Trends: The last mile, history repeating
Economic Outlook: A Complex and Uneven Scenario for Global Supply Chains
View More From this Issue
Subscribe to Our Email Newsletter
Sign up today to receive our FREE, weekly email newsletter!


Latest Webcast
The Perfect Formula for Determining the Right Amount of Inventory
This webcast explains how the science of theoretical minimums, a new approach to inventory optimization, provides a simple and elegant way to reduce cost and increase customer service levels by monetizing time delays across the extended supply chain.
Register Today!
EDITORS' PICKS
Accenture’s Advice on Using AI to Succeed in the “New Business Process Era”
Whatever the driver, every industry can benefit from digital procurement

A Framework for Driving Change in Urban Mobility
Urban mobility architecture must undergo fundamental change in response to rapidly changing city...
New Trade Compliance Report Points to Continued Supply Chain Resiliency in 2018
The easing of key economic and political risks and the emergence of positive macroeconomic deal...