Process and discrete manufacturing

Mundane or Majestic

Supply Chain apps transform performance and image and brand of companies…

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.

Vested Outsourcing – An Interview with Kate Vitasek

Once in a while a business book cuts through all the noise and really has something important to say. After decades of ‘greed is good’ and downsizing and outsourcing, Kate Vitasek and Vested Outsourcing rise above and point a new way to superior business performance through values-based partnerships.

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.

Built for Change

With huge structural challenges confronting us, agility becomes a prime characteristic of the enterprise to acquire. But agility, change, etc. are terms that are ephemeral – hard to nail down. And most firms have been blind sighted and are only waking up to the fall-out from outsourcing – the unintended consequences – lack of business continuity, increased sourcing costs, lack of control on quality from outsourced contract manufacturers, and now the added risk of illicit trade and the subsequent erosion of brand and shareholder value that follows.

The Parallax View: ChainLink’s Supply Chain Management Model

The impetus for this report came from global supply chain managers involved in managing and transforming supply chains who feel that many of the current industry member organizations and publications do not provide a progressive view or guidance to support their current challenges. Many supply chain organizations focus on professional practices such as certifications in planning and standards alone rather than on the objectives of supply chains themselves – supporting the creation of new markets and creating and enhancing customer value. These are key issues for any enterprise and as such should have the attention of senior management.

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