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May-June 2013
While supply chain planning based on end-user demand has been applied in the B2B arena for decades, it is only now becoming practical in retail channels. But as distribution resource planning tools and techniques emerge, trading partners can now coordinate their supply chain as if only one company were managing it—effectively connecting the consumer to the factory. Browse this issue archive.Need Help? Contact customer service 847-559-7581 More options
We talk glibly about change in supply chain management—continuous change, managing change, coping with change, even leading change. For all too many of us, those are only words. Truth is, though, that change in our universe is real, fundamental, and visceral.
As definitions of supply chains change, always extending and expanding, far behind are the days when our world was all about quoting rates, tendering loads, and pick/pack/on-time-shipment performance. As we have been required to get proficient in customer service, sourcing and procurement, supplier relationships, Sales & Operations Planning processes, and even occasionally integrating manufacturing to round out our planning and execution responsibilities, some of us have staggered a bit under the load.
We have bad news. Staggering under the load of these new supply chain requirements is no longer an option; we must master all of these elements as well as new ones that are certain to emerge.
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Sorry, but your login has failed. Please recheck your login information and resubmit. If your subscription has expired, renew here.
May-June 2013
While supply chain planning based on end-user demand has been applied in the B2B arena for decades, it is only now becoming practical in retail channels. But as distribution resource planning tools and techniques… Browse this issue archive. Access your online digital edition. Download a PDF file of the May-June 2013 issue. |
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We talk glibly about change in supply chain management—continuous change, managing change, coping with change, even leading change. For all too many of us, those are only words. Truth is, though, that change in our universe is real, fundamental, and visceral.
As definitions of supply chains change, always extending and expanding, far behind are the days when our world was all about quoting rates, tendering loads, and pick/pack/on-time-shipment performance. As we have been required to get proficient in customer service, sourcing and procurement, supplier relationships, Sales & Operations Planning processes, and even occasionally integrating manufacturing to round out our planning and execution responsibilities, some of us have staggered a bit under the load.
We have bad news. Staggering under the load of these new supply chain requirements is no longer an option; we must master all of these elements as well as new ones that are certain to emerge.
|
SUBSCRIBERS: Click here to download PDF of the full article. |
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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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