The unprecedented transformation of consumer demand is driving cost and complexity into the supply chain. Keeping up in today's fast-paced business environment is forcing mid-market companies to analyze and implement responsive supply chain strategies that meet market expectations while driving greater profitability to the business. Despite reshoring and in-house efforts, outsourcing remains a reality for many supply chains.
When focusing on measurable elements of a business, key performance indicators, or KPIs, are critical to evaluating efficiencies and effectiveness of a process, but they can be complex when involving a supply chain often composed of numerous organizations.
Employment rules and regulations have failed to keep pace with innovation in the American workforce - especially with regard to the growing number of independent workers.
While diesel engines remain the norm in shipping, competitors like LNG are becoming both more feasible and more available. Part of the reason is the rapid expansion of Sulfur Emission Control Areas (SECAs) across North America and Europe. So the critical question becomes: Does "green" propulsion allow the merging of economic efficiency with environmental benefits, or is it just another compliance cost for the shipping trade?
Lee Wolfe, director of risk management with NetApp, talks about how the dominant provider of storage technology works with suppliers to address potential disruptions in the supply chain.
Lee Young, director of supplier quality with ThermoFisher Scientific, discusses how technology and business-process change have helped the company to tighten up its risk-management program.
One of the long touted benefits of outsourcing was relief from the minutia involved in manufacturing, billing, service and more. As outsourcing took off, few worried about the loss of visibility into those functions because they weren't considered core competencies anyway. The prevailing logic was companies should focus on processes that made them unique and everything else should be off loaded to companies that excelled in each domain. In the supply chain, that meant long chains of components from various companies feeding into more complex components that were shipped to the top of the chain and assembled into the finished product.