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March-April 2015
Anyone who’s ever bought a house knows the realtor’s motto: Location, location,location. It’s the most important factor in determining the value of a property. Based on the press releases that come across my desk these days, supply chain’s motto is: Innovate,innovate, innovate. This issue includes approaches to inventory optimization, contract management with third party logistics providers and contract manufacturers, and the Goldilocks approach to supply management—an innovative concept aimed at keeping your procurement department from running too hot or too cold. Browse this issue archive.Need Help? Contact customer service 847-559-7581 More options
In today’s highly competitive global market, firms are constantly striving to improve their performance. However, in many instances, the low-hanging fruit has already been picked. That has led some to ask where they can look next to gain a competitive advantage. Many leading firms recognize that they can’t do it alone: The biggest opportunities are the innovations they develop with supply chain partners. In the context of the supply chain, that includes not only new product development but also process improvements, which span across partners in the supply chain.
Indeed, several recent reports tout the need to innovate in a supply chain context. For example, Deloitte Research’s 2005 report on mastering innovation stresses that the pressure to innovate is unrelenting, increasing, and will determine the future success of firms. The 2014 Deloitte MHI Industry Annual Report calls on supply chain executives to capitalize on innovation in order to improve supply chain performance (See Innovations That Drive Supply Chains in the May 2014 issue of SCMR).
While that all sounds well and good, the fact is that today’s supply chains may not be prepared to support innovation by themselves; a firm working alone may not be able to generate the level of performance demanded by the competitive markets it now faces. Therefore, innovation spanning supply chain partners may well be the key to how firms gain a competitive advantage.
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Sorry, but your login has failed. Please recheck your login information and resubmit. If your subscription has expired, renew here.
March-April 2015
Anyone who’s ever bought a house knows the realtor’s motto: Location, location,location. It’s the most important factor in determining the value of a property. Based on the press releases that come across my… Browse this issue archive. Access your online digital edition. Download a PDF file of the March-April 2015 issue.|
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In today’s highly competitive global market, firms are constantly striving to improve their performance. However, in many instances, the low-hanging fruit has already been picked. That has led some to ask where they can look next to gain a competitive advantage. Many leading firms recognize that they can’t do it alone: The biggest opportunities are the innovations they develop with supply chain partners. In the context of the supply chain, that includes not only new product development but also process improvements, which span across partners in the supply chain.
Indeed, several recent reports tout the need to innovate in a supply chain context. For example, Deloitte Research’s 2005 report on mastering innovation stresses that the pressure to innovate is unrelenting, increasing, and will determine the future success of firms. The 2014 Deloitte MHI Industry Annual Report calls on supply chain executives to capitalize on innovation in order to improve supply chain performance (See Innovations That Drive Supply Chains in the May 2014 issue of SCMR).
While that all sounds well and good, the fact is that today’s supply chains may not be prepared to support innovation by themselves; a firm working alone may not be able to generate the level of performance demanded by the competitive markets it now faces. Therefore, innovation spanning supply chain partners may well be the key to how firms gain a competitive
advantage.
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About the Author
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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