Resilinc Corp. has joined with the International Consortium for Organization Resilience (ICOR) to create a management course on supply-chain resiliency.
Sandeep Duggal, chief executive officer of Extron, explains how traditional manufacturing postponement strategies have morphed into the concept of "last-mile manufacturing."
There have been plenty of predictions about the "bring your own device" trend, but that's not stopping Gartner from making a few more. Gartner's latest research shows 38 percent of companies expect to stop providing devices to workers by 2016 and half of companies will mandate BYOD by 2017.
A six-month consultation period is under way in which the International Maritime Organization (IMO) will seek widespread input on the administrative burdens that may result from compliance with IMO instruments.
Senior management executives are increasingly budgeting for information-technology purchases particular to their own functional areas or departments, beyond what's included in corporate and IT-department budgets.
Companies are increasingly connecting the dots between risk management and sustainability by making sustainability issues more prominent on corporate agendas, according to :2013 six growing trends in corporate sustainability", an Ernst & Young LLP / GreenBiz Group study.
Standard Register, a vendor of document-management systems and services for enhancing business reputation, has launched a new service to help manage the marketing supply chain.
Managing inventory requires skillfully balancing a variety of complicated and competing objectives. Supply management professionals responsible for inventory have to control inventory holding costs, such as warehousing and financial opportunity costs, while pursuing cost savings that may be obtained with larger purchases. They also simultaneously support ambitious customer service levels for a constantly expanding product portfolio. Of course, supply managers who focus on inventory know these pressures well.
The way suppliers are typically segmented may work well for prioritizing procurement resources on supplier selection, managing supplier performance, and supporting and developing strategic suppliers. But it doesn't always work well for prioritizing resources on risk management and compliance. Many B and C suppliers may be easily switched, but still represent large material risks to the company (such as litigation or regulatory fines).