With the advent of big data, faster computing and intuitive analysis tools, the promise of analytics has generated a renewed focus on improving operations through data-driven decisions. For supply chain organizations in particular, it is a powerful ally in driving cost reduction strategies and service level improvements. From public sector entities like Lincolnshire, which identified £24m in procurement savings, to retail giants like Tesco, which reduced £50m in excess inventory, organizations across the globe are achieving substantial impact by applying analytics to their operations. But what about emerging markets?
The Port of Long Beach, Calif., will fund testing of a new air pollution-control technology for docked cargo ships, after an agreement approved by the Long Beach Board of Harbor Commissioners.
PepsiCo undertook the ambitious goal of transforming a Frito-Lay plant in Arizona into a facility with almost no net environmental impact. A finalist in the Supply Chain Innovation Award competition of CSCMP and SupplyChainBrain.
Intel senior commodity manager Suzanne Ralls discusses how processes that begin with the "ideal state" have helped simplify and improve commodity procurement at the company.
Change still is a constant and it comes at today's supply chain professionals faster, with more intensity and greater risks than ever before. Art Van Bodegraven describes what this means for current and future supply chain leaders.
In a manner similar to product or customer segmentation, supply chains can be segmented based on service capabilities, says Lalit Wadhwa of Avnet. Identifying different supply chains within an organization through segmentation can help companies improve service levels and lower costs, he says.
Many companies unintentionally have created departmental silos within their organizations. Information and products go back and forth between the different functional areas, but the customer is often missing from the process. When lean supply chain strategies, which focus on eliminating waste, are implemented, once again the customer is often times left out. Instead of focusing on the client, the company focuses internally to improve processes. Research shows that undertaking a lean supply chain journey that extends outside the four walls of the organization significantly improves the customer experience, company productivity and the bottom line. - Eric Lail, VP, Continuous Improvement and Client Services, Transportation Insight
Customer value and safe operations always comes first at Sunny Delight, but the company also keeps a keen eye on costs. Kevin Singletary discusses steps to the perfect service/cost balance.
With warehousing and logistics operations in numerous countries, Greg McKinley of InComm shares his experience and advice on how to select a reliable in-country vendor.