Thursday, September 6, 2012 · Robert A Rudzki
Most companies have several areas of underlying health concerns – often unidentified (and untreated). History has shown that ignoring one or more of the following principles can contribute to the ultimate demise of an organization
Monday, July 2, 2012 · Mike Ledyard
Things will get better. But before the economic turnaround is finally completed, supply chain professionals will continue to be tasked with doing more with limited—and in some cases fewer—resources. Impossible? Not if you take advantage of tools available that can improve…
Thursday, May 31, 2012 · Vivek Sehgal
Pioneering companies must continuously evolve their supply chains to create capabilities mandated by their business strategy to create competitive advantages. The failure to do so can be fatal.
Monday, May 7, 2012 · Len Prokopets
The benefits of effective Sales & Operations Planning are compelling — lower operating costs, reduced inventory requirements, and top-line growth. The top-performing S&OP companies are realizing these benefits and in the process gaining competitive advantage. This…
Tuesday, March 6, 2012 · Patrick Burnson
Our panel of experts examines what lies ahead for supply chain professionals. The consensus: Cost pressures, competitive challenges, and economic volatility will only intensify going forward. The keys to success in this environment are flexibility, a willingness and capacity…
Tuesday, November 8, 2011 · John Blascovich, Alejandro Ferrer, and Bill Markham
The latest Assessment of Excellence in Procurement (AEP) study from A.T. Kearney confirms procurement’s power to drive real money to the bottom line and value to the top line. Among the leaders who do this best, seven characteristics stand out.
Tuesday, November 8, 2011 · Christoph Glatzel, Jochen Großpietsch, and Ildefonso Silva
Managing a global supply chain involves tough organizational challenges that promise only to intensify as operations expand and become increasingly interconnected. Key among those challenges: getting functional groups to understand their impact on one another so that they can…
Tuesday, November 8, 2011 · Joseph R. Carter, Phillip L. Carter, Robert M. Monczka, and Thomas V. Scannell
This article explains how leading companies are engaging in innovation from a unique perspective — that of their suppliers. The research examines the strategies and approaches that should be put in place to accelerate and realize supplier innovations that lead to competitive…
Tuesday, November 1, 2011 · Dr. Dale S. Rogers is Professor, Logistics & Supply Chain Management and Co-Director of the Center for Supply Chain Management at Rutgers University College of Business
More and more companies now recognize that creating a sustainable supply chain is more than just the right thing to do—it's a requisite to business success. Sustainability today resembles the quality movement of three decades ago. As with quality, there was initial…
Tuesday, September 13, 2011 · Karl Manrodt, Michael Ogle and Lisa Harrington
Companies like Medco and Staples share a common belief: The innovative investment in supply chain infrastructure — and in particular automated materials handling and distribution systems—is a foundational element in market leadership and business success. Their stories…
Tuesday, September 13, 2011 · Reinhard Geissbauer and Brad Householder
New global survey from PRTM confirms the importance of operational flexibility in supply chain success and identifies five key levers that leaders employ to make it happen. The financial and performance benefits of improved flexibility can be profound. And companies can start…
Tuesday, September 13, 2011 · Erica Plambeck and Lyn Denend
In 2007, SCMR featured an article on Walmart’s burgeoning sustainability program, focusing on eight specific initiatives being undertaken at the company. Four years later, the author of that article, Erica Plambeck of Stanford, and colleague Lyn Denend revisit those…
Friday, July 1, 2011 · Per Segerberg
Many procurement organizations still have blurred ideas of what their true strategic purpose should be. But a few—the procurement “masters”—do properly understand strategy. And they regularly practice it. The product lifecycle framework presented here provides a useful…
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