Process and discrete manufacturing

Supplier Performance Management – Part 2

A mini-case study on one manufacturer that integrates supplier scorecard data with operational and planning data from across their business units. They have not only been able to improve supplier performance, but have found other benefits as well.

Automotive Supply Chain Hits the Road

General Motors failed to fix their supply chain in the late ’80s. Now GM and taxpayers are paying for it big time. Maybe now they are finally getting it right.

SaaS ERP for the Smallest Manufacturers

The universe of SaaS/Cloud offerings just got bigger. Today’s announcement of Epicor Express means a full-featured SaaS solution is available to small manufacturers who have had almost no SaaS options up to now.

Applications of Total Cost Sourcing – Part 2

Total Cost Sourcing (i.e. making sourcing decisions based on the total impact across the whole company) takes many different forms and yields many benefits. In this article, we explore various applications, starting with simpler things like calculating total landed cost, and moving to more sophisticated applications like the tradeoffs between the cost of manufacturability and the cost of inventory.

Logility Acquires Optiant

Logility’s acquisition of Optiant ‘streamlines’ the optimization market. With Ilog and its acquisition of Logictools, JDA’s acquisition of i2, and others, the market is looking leaner. But this could be good for customers.

RFID for Manufacturers

While many manufacturers are adopting RFID by force of mandate, even more of them are seeking ways to use the technology to improve their operations. Our survey of 275 manufacturing companies across a wide range of enterprise sizes and industries found that two-thirds of the companies’ RFID implementations were driven in part or entirely by process improvement goals, rather than just by customer mandates.

Production Planning Technology

Seeking low-cost labor markets has lead to increased cycle times, transportation costs and uncertainty in supply markets. That means that in order to maintain control and prevent surprises, each component of the Supply Chain must work seamlessly, which is not generally the case.

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