After a long period of economic turmoil, manufacturers in the United States are finding reasons to be optimistic. Demand is up and companies are seeing improvements in productivity, along with increases in profits. For this upward trajectory to continue, however, industry executives and governmental representatives cannot be complacent. Production efficiency, energy costs, tax legislation and education access are integral to the success of the industry's current fiscal condition and need to be nurtured or reformed. If the current business environment is to last, there is still more work to do.
Are top executives getting a pass on cyber security responsibility? Eric Anderholm, CEO of Sergeant Laboratories, a cyber security firm, believes so. He notes that when the CIO is asked what happened after a breach, the answer is usually, "We don't know." Anderholm notes that answer is often viewed as acceptable, particularly when the CEO is loath to admit that he or she wouldn't understand the clear answer.
All global companies will tell you that they're committed to guaranteeing human rights throughout their supply chains. But how do we tell they're sincere?
Susan Parker, director of purchasing and logistics with Kenmark Eyewear, defines the essentials of social and regulatory compliance, and describes how companies can achieve excellence on both fronts.
Scott Nitti, director of global operations and supply chain with Eastman Kodak Co., tells the story of the company's efforts to improve the agility and effectiveness of its supply chain in support of the production of digital cameras.
The traditional supply chain and the supply chain management function are being morphed into an integrated value chain. This optimization makes up for a more efficient flow of supplies and products; and more importantly, an emphasis in customer and business value.
So you think you've anticipated every possible disaster in your supply chain risk-management plan? How about snakes and alligators in your clean rooms?