•   Exclusive

Revisiting Quick Response

Prior to the pandemic, global supply chains had evolved toward being optimized, largely cost-effective and efficient vis a vis responsiveness.

Subscriber: Log Out

Sorry, but your login has failed. Please recheck your login information and resubmit. If your subscription has expired, renew here.

This is an excerpt of the original article. It was written for the July-August 2022 edition of Supply Chain Management Review. The full article is available to current subscribers.

July-August 2022

In late May, I attended the Institute for Supply Management’s first live conference since 2019. The message from Tom Derry, ISM’s CEO, was simple: These are challenging times, but along with the challenges come opportunities for those of us who can step up and lead our organizations into the future. One area where supply chain will be tasked with stepping up to the plate is going to be ESG, the initialism for environmental, social and governance. It was a major theme of the conference, and while all of the reporting requirements are still being debated, there’s little question that supply chain will lead the charge in environmental initiatives…
Browse this issue archive.
Already a subscriber? Access full edition now.

Need Help?
Contact customer service
847-559-7581   More options
Not a subscriber? Start your magazine subscription.

Editor’s Note: This marks Larry Lapide’s 100th Insights column.
The last two years have upended forecasting and planning processes. Some companies and public officials appear to have gotten things right, while others have gotten things wrong. While the current times have been extraordinary, getting forecasting and planning right is always a battle. Throughout my career I’ve listened to practitioners discuss what they have done that has been successful or not. A couple of interesting talks were from managers who were brought into their companies to redo demand forecasting and planning processes—such as sales and operations planning (S&OP), similar to what had to be done by many managers during the pandemic.

One discussion that really resonated with me was from a manager who said that she took over management during a chaotic time in her business. As a result, her main strategy was to first install processes to achieve stability goals; that came before she even thought about optimizing processes. The following definitions clarify the differences.

  • Chaotic: completely confused or disordered.
  • Stability: resistance to change, especially sudden change or deterioration.
  • Optimal: the greatest degree or best result obtained or obtainable under specific conditions.

SC
MR

Sorry, but your login has failed. Please recheck your login information and resubmit. If your subscription has expired, renew here.

From the July-August 2022 edition of Supply Chain Management Review.

July-August 2022

In late May, I attended the Institute for Supply Management’s first live conference since 2019. The message from Tom Derry, ISM’s CEO, was simple: These are challenging times, but along with the challenges come…
Browse this issue archive.
Access your online digital edition.
Download a PDF file of the July-August 2022 issue.

Download Article PDF

Editor’s Note: This marks Larry Lapide’s 100th Insights column.
The last two years have upended forecasting and planning processes. Some companies and public officials appear to have gotten things right, while others have gotten things wrong. While the current times have been extraordinary, getting forecasting and planning right is always a battle. Throughout my career I’ve listened to practitioners discuss what they have done that has been successful or not. A couple of interesting talks were from managers who were brought into their companies to redo demand forecasting and planning processes—such as sales and operations planning (S&OP), similar to what had to be done by many managers during the pandemic.

One discussion that really resonated with me was from a manager who said that she took over management during a chaotic time in her business. As a result, her main strategy was to first install processes to achieve stability goals; that came before she even thought about optimizing processes. The following definitions clarify the differences.

  • Chaotic: completely confused or disordered.
  • Stability: resistance to change, especially sudden change or deterioration.
  • Optimal: the greatest degree or best result obtained or obtainable under specific conditions.

SUBSCRIBERS: Click here to download PDF of the full article.

SC
MR

Latest Podcast
Talking Supply Chain: The last-mile tech advantage
Last-mile delivery success depends on many aspects of the supply chain to work effectively together, but none is more important than the…
Listen in

Subscribe

Supply Chain Management Review delivers the best industry content.
Subscribe today and get full access to all of Supply Chain Management Review’s exclusive content, email newsletters, premium resources and in-depth, comprehensive feature articles written by the industry's top experts on the subjects that matter most to supply chain professionals.
×

Search

Search

Sourcing & Procurement

Inventory Management Risk Management Global Trade Ports & Shipping

Business Management

Supply Chain TMS WMS 3PL Government & Regulation Sustainability Finance

Software & Technology

Artificial Intelligence Automation Cloud IoT Robotics Software

The Academy

Executive Education Associations Institutions Universities & Colleges

Resources

Podcasts Webcasts Companies Visionaries White Papers Special Reports Premiums Magazine Archive

Subscribe

SCMR Magazine Newsletters Magazine Archives Customer Service

Press Releases

Press Releases Submit Press Release