Friday, July 1, 2011 · Hugh Williams
What lessons about tactical planning can supply chain executives learn from yacht racing? Quite a few. In SCM, as in sailing, you need a helmsman (leader) and a willing crew (team) to achieve the common goal—victory. Tactical planning is not something that concerns just the…
Friday, July 1, 2011 · Bharat Kaku and Bardia Kamrad
Most supply chain professionals today fully understand that the potential for supply chain disruption has never been greater. Yet while they recognize the need for managing and mitigating such risk, they often lack the tools to do so. The practical risk management framework…
Monday, May 9, 2011 · Diane Mollenkopf
Closed loop supply chains are the next stage in effective supply chain management, writes Dr. Diane Mollenkopf of the University of Tennessee. The concept involves integrating both the forward and the reverse product flows for maximum overall efficiency. Creating closed loop…
Monday, May 2, 2011 · Robert Rudzki and Robert Trent
Procurement and supply management personnel are becoming involved in more and more areas of company spend. But one category that to date has largely eluded them is capital expenditure projects. That’s unfortunate because when procurement gets involved early in these capital…
Monday, May 2, 2011 · Joydeep Ganguly, Alasdair Shepherd, Esther Alegria, Rob Ciamarra and Rob Handfield
The management team at Biogen Idec knew they had to transform the supply chain to cope with increasing volume and complexity at this biotech company. Beginning with a detailed gap analysis, they launched a comprehensive transformation program that addressed factors as varied…
Monday, May 2, 2011 · Michael Shea and Berry Gilleon
The ability to see customer demand and align it with your supply chain—what’s called demand management—has become a truly crucial capability. But many supply chain managers still struggle with building this capability in their organizations. A new survey uncovers the…
Monday, March 14, 2011 · Robert Monczka, John Blascovich, Leslie Parker and Tom Slaight
The ongoing pressure to cut sourcing and procurement costs is certainly understandable. But simply saving money on external spend will no longer be enough to survive, let alone prosper, in the years ahead. What’s needed instead is a new, longer-term approach that closely…
Monday, March 14, 2011 · Tan Miller and Matthew J. Liberatore
Most everyone acknowledges the importance of strategic supply chain planning. But many companies struggle with translating their plans into action. In many cases, what’s missing is a framework that can guide the strategic planning process. The real world framework offered…
Monday, March 14, 2011 · Ram Narasimhan, Joe Sandor and Tobias Schoenherr
Companies recognize that they need to continuously transform themselves to survive and prosper. But they’re finding that traditional, largely internally focused, approaches fall short. Increasingly, the leaders recognize that the real breakthroughs come only with the…
Monday, November 1, 2010 · Brad Douglas
Can strategic procurement best practices from the private sector be effectively applied to state government? The State of Georgia’s success with its Procurement Transformation initiative answers that question with a resounding yes. Georgia completely revamped the people,…
Monday, November 1, 2010 · Ronald R. Johnson, Charles C. Poirier, Morgan L. Swink and Francis J. Quinn
Yes, we’ve all experienced some formidable challenges during the economic downturn of the past two years. But things could have been a lot worse were it not for the supply chain’s positive impact on costs, revenues, and operations. That’s just one conclusion of our…
Thursday, September 2, 2010 · Richard J. Sherman
With conventional approaches to supply chain cost cutting pretty much exhausted, what’s the next big area of opportunity? It may well be Business Process Outsourcing—a strategy of outsourcing supply chain processes in a way that increases agility and responsiveness while…
Thursday, September 2, 2010 · David Chinn
Even the most efficient organizations are often ill-prepared for what is needed after an earthquake or similar disaster. Priorities shift suddenly from "business as usual" to disaster response, and new styles of management, processes, and networks are required to…
Sunday, July 11, 2010 · Charles C. Poirier, Morgan L. Swink and Francis J. Quinn
The best companies approach their supply chains in a way that differs markedly from their less-successful competitors. In particular, they consistently embrace certain traits that make their operations run more smoothly and profitably. These are the traits of the supply chain…
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