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January-February 2014
With the demands for more skilled supply chain professionals, the silver tsunami of retiring workers, and a shortage of supply chain students and instructors, a perfect storm may be brewing. Penn State authors Kusumal Ruamsook and Christopher Craighead outline the factors that may limit the pool of supply chain talent and offer five strategies to help weather the storm. Get this issue to learn more. Browse this issue archive.Need Help? Contact customer service 847-559-7581 More options
Over the last 40 years businesses have increased their use of information technology to collect, report, and analyze data that may be used to improve the future performance of the business process being studied.
The focus of most supply chain managers has been on the demand side of their businesses, especially through progressively more precise methods of collecting data about items being sold as they move through the chain. That information has included the tracking of inventory on hand, the management of purchase orders, the receipt of goods at distribution centers, and point of sale (POS) information about the demand for those goods.
Supply side managers have also collected information. Historically, however, that has been limited to information similar to the demand side of the supply chain, but in different units of measure. Rather than track individual salable units, supply side managers have tracked the case quantities received from production or suppliers, the quantities on hand, and the quantities shipped to customers in container, pallet, and case pack volumes.
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Sorry, but your login has failed. Please recheck your login information and resubmit. If your subscription has expired, renew here.
January-February 2014
With the demands for more skilled supply chain professionals, the silver tsunami of retiring workers, and a shortage of supply chain students and instructors, a perfect storm may be brewing. Penn State authors Kusumal… Browse this issue archive. Access your online digital edition. Download a PDF file of the January-February 2014 issue.|
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Over the last 40 years businesses have increased their use of information technology to collect, report, and analyze data that may be used to improve the future performance of the business process being studied.
The focus of most supply chain managers has been on the demand side of their businesses, especially through progressively more precise methods of collecting data about items being sold as they move through the chain. That information has included the tracking of inventory on hand, the management of purchase orders, the receipt of goods at distribution centers, and point of sale (POS) information about the demand for those goods.
Supply side managers have also collected information. Historically, however, that has been limited to information similar to the demand side of the supply chain, but in different units of measure. Rather than track individual salable units, supply side managers have tracked the case quantities received from production or suppliers, the quantities on hand, and the quantities shipped to customers in container, pallet, and case pack volumes.
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Sarah Petrie, Executive Managing Editor, Peerless Media
I am the executive managing editor of two business-to-business magazines. I run the day-to-day activities of the magazines and their Websites. I am responsible for schedules, editing, and production of those books. I also assist in the editing and copy editing responsibilities of a third magazine and handle the editing and production of custom publishing projects. Additionally, I have past experience in university-level teaching and marketing writing.
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