This document discusses a pilot project to test sharing common core trading partner data across supply chain networks. It provides details on the test plan, timing, members involved and their roles. The goal is to load partner data from pilot participants into a central registry to test availability and accuracy. Common data elements and definitions will be agreed upon. The registry will be compliant with ISO 8000 standards for quality master data. An API will also be developed to allow synchronization of the shared partner data. The pilot aims to demonstrate benefits of sharing this critical partner information across company and system boundaries.
Presentation at the Bluecrux Digital Event on November 29Lora Cecere
Ā
What does a digital transformation in the Supply Chain mean? How do we get started? Transform our supply chain teams? Test and learn with new technologies? In this presentation, Lora Cecere, Founder of Supply Chain Insights encourages the audience to learn from the past, to unlearn to rethink the future. Presentation given to an audience of 150 in Brussels on November 29th.
The Fallacy of Supply Chain IntegrationLora Cecere
Ā
While most business leaders speak of an end-to-end integrated supply chain, this vision is too narrow. Instead, companies need to think about the flow of data and the synchronization and harmonization of data.
Building a Digital Supply Chain - report - 9 APR 2018Lora Cecere
Ā
Report Details: This report is based on survey research, financial analysis, and discussions with manufacturers attempting to gain first-mover advantage.
Highlight: Digital innovation needs to be focused on ātest and learn.ā The convergence of new technologies to redefine the atoms and electrons of the supply chain is quite promising, but there needs to be alignment. Read the report for nine insights on how to move forward.
Supply Chains to Admire - 2017 winners summary chartsLora Cecere
Ā
Now in its fourth year, Supply Chain Insights analyzes levels of supply chain performance and improvement for all retail, manufacturing and distribution peer group. The goal of this work is threefold: to help supply chain leaders set realistic supply chain goals; provide industry benchmarks for gauging progress; and recognize companies achieving higher levels of supply chain excellence. Here we share the results of winners and background on the analysis.
Presentation for the Network of Networks Group in Europe on 11.21Lora Cecere
Ā
Presentation given at the European Network of Networks meeting on improving B2B interoperability. Sharing the purpose, strategy and status of pilot group efforts.
Analytics Strategies Study - 2017 Survey summary chartsLora Cecere
Ā
Report Details: The research for this report was conducted via an online survey from October 24 ā December 12, 2017. Surveys were conducted among a mix of business users (manufacturers, retailers, and wholesalers/distributors/co-operatives, n=56) and vendors (software providers, consultants, and third-party logistics providers, n=53), and others (academics, analysts, unemployed, and others, n=28). The analysis focuses primarily on users and vendors. All respondents were required to be at least a little familiar with analytics strategies.
Objective: To understand current analytics strategies and where companies are investing. NOTE: analytics strategies (technologies and tactics) include the Internet of Things (IoT), cognitive computing, Hadoop, Blockchain, data visualization, text mining, data lakes, software robots, unstructured data mining, sentiment analysis, and drones, etc.
Highlight: New forms of analytics offer great potential and opportunities. The greatest value will happen when companies consciously test and learn and redefine processes based on new capabilities. Core to this journey is the alignment of IT and business with a focus on value and business outcomes.
Presentation at the Bluecrux Digital Event on November 29Lora Cecere
Ā
What does a digital transformation in the Supply Chain mean? How do we get started? Transform our supply chain teams? Test and learn with new technologies? In this presentation, Lora Cecere, Founder of Supply Chain Insights encourages the audience to learn from the past, to unlearn to rethink the future. Presentation given to an audience of 150 in Brussels on November 29th.
The Fallacy of Supply Chain IntegrationLora Cecere
Ā
While most business leaders speak of an end-to-end integrated supply chain, this vision is too narrow. Instead, companies need to think about the flow of data and the synchronization and harmonization of data.
Building a Digital Supply Chain - report - 9 APR 2018Lora Cecere
Ā
Report Details: This report is based on survey research, financial analysis, and discussions with manufacturers attempting to gain first-mover advantage.
Highlight: Digital innovation needs to be focused on ātest and learn.ā The convergence of new technologies to redefine the atoms and electrons of the supply chain is quite promising, but there needs to be alignment. Read the report for nine insights on how to move forward.
Supply Chains to Admire - 2017 winners summary chartsLora Cecere
Ā
Now in its fourth year, Supply Chain Insights analyzes levels of supply chain performance and improvement for all retail, manufacturing and distribution peer group. The goal of this work is threefold: to help supply chain leaders set realistic supply chain goals; provide industry benchmarks for gauging progress; and recognize companies achieving higher levels of supply chain excellence. Here we share the results of winners and background on the analysis.
Presentation for the Network of Networks Group in Europe on 11.21Lora Cecere
Ā
Presentation given at the European Network of Networks meeting on improving B2B interoperability. Sharing the purpose, strategy and status of pilot group efforts.
Analytics Strategies Study - 2017 Survey summary chartsLora Cecere
Ā
Report Details: The research for this report was conducted via an online survey from October 24 ā December 12, 2017. Surveys were conducted among a mix of business users (manufacturers, retailers, and wholesalers/distributors/co-operatives, n=56) and vendors (software providers, consultants, and third-party logistics providers, n=53), and others (academics, analysts, unemployed, and others, n=28). The analysis focuses primarily on users and vendors. All respondents were required to be at least a little familiar with analytics strategies.
Objective: To understand current analytics strategies and where companies are investing. NOTE: analytics strategies (technologies and tactics) include the Internet of Things (IoT), cognitive computing, Hadoop, Blockchain, data visualization, text mining, data lakes, software robots, unstructured data mining, sentiment analysis, and drones, etc.
Highlight: New forms of analytics offer great potential and opportunities. The greatest value will happen when companies consciously test and learn and redefine processes based on new capabilities. Core to this journey is the alignment of IT and business with a focus on value and business outcomes.
Summary report of research on supply chain performance in the pandemic. During COVID-19, supply chains were significantly less agile. Innovative companies did better than laggards. When companies were mature in finite scheduling, sales and operations planning and Available to Promise (ATP), manufacturers were more agile and reponsive.
Today only one in three business leaders are satisfied with their supply chain. One of the issues is the lack of agility. In this report, we share case studies on how to improve supply chain agility. This report first defines supply chain agility and then shares case studies of agility techniques that work to improve the ability to deliver the same cost, quality and customer service given the rising levels of demand and supply volatility. Each case study is supported by the Supply Chains to Admire financial analysis.
Passing the Baton: Insights on Supply Chain TalentLora Cecere
Ā
Presentation for the Penn State Forum on May 16th on Supply Chain Talent. Open discussion on the state of talent in supply chain based on a recent research study of over 500 business leaders.
Current State of Sales and Operations PlanningLora Cecere
Ā
Summary document on research from over 100 companies on the current state of Sales and Operations Planning. The average company has seven processes and feels significantly less satisfied in 2019 than in 2016. Business complexity outpaces process and technology evolution. Companies deploying SAP APO or IBP rate themselves significantly behind peer group due to the lack of what if modeling and modeling capabilities.
Defining Outside-in Processes: Summary of As Is and To Be WorkLora Cecere
Ā
In January, I kicked off a cross-industry collaborative effort with seven business leaders, four academics, a SCOR master from APICS, and o9. The project is named Project Zebra. The concept for the naming is the goal of helping Supply Chain Leaders change their stripes by rethinking planning concepts.
My goal? The focus is the design and test of outside-in processes. The group reached the milestone of documenting the "as is" and "to be" documentation at the end of June. The focus is now on testing. The next step is to test the market-driven demand management concept with BSH Home Appliances and the Market-driven Knowledge Graph with Western Digital.
These results to publish in September 2021. With the pandemic, companies want to sense and respond using market data, but there is no clear roadmap outlining value to drive enablement. The hope is for this project to fill this gap.
Post Covid-19 Recovery: Building Better Supply ChainsLora Cecere
Ā
Today, supply chain leaders are facing a global pandemic and a redefinition of business models along with unprecedented unemployment. This time is anything BUT business as usual. The traditional supply chain, stuck before the pandemic, is unequal to the challenge. Today, I presented my thoughts on how to build better supply chains to the the Supply Chain Canada trade association.
What Defines Supply Chain Excellence? Is It Defined by the Gartner Top 25?Lora Cecere
Ā
In this webinar, Lora Cecere, Founder of Supply Chain Insights shares insights on driving balance in metrics scorecards and the current state of industry subgroups on the Supply Chain Metrics That Matter (operating margin, inventory turns, growth and Return on Invested Capital). No company on the Gartner Top 25 for 2019 drove performance greater than peer group on the metrics that matter while driving continuous improvement.
How Can You Drive Opportunity If You Cannot Manage Risk?Lora Cecere
Ā
25 July 2018
Report Details: The research for this report was conducted via an online survey from March 12 - May 11, 2018. Surveys were conducted among 93 respondents -- a mix of business users (manufacturers, wholesalers/distributors/co-operatives, and third-party logistics providers, n=34), vendors (software providers and consultants, n=39), and others (academics, analysts, unemployed, and others, n=20).
Objective: To understand the current and expected future state of supply chain risk management, the biggest drivers of risk, and the impact on supply chain disruptions. NOTE: supply chain risk management is defined as the proactive identification and assessment of potential risks to the supply chain, as well as the development of strategies to avoid these risks.
Highlight: Nearly two-thirds of respondents believe that their company performs better today on risk management practices than five years ago yet they had 3.5 disruptions last year on average. Managing risk requires a network approach. Todayās investments in end-to-end supply chain are by and large not effective in risk mitigation. Only 37% have visibility of extended-tier suppliers and most lack the solutions to manage global complexity.
Business Guide for Supply Chain Leaders for S&OP in the PandemicLora Cecere
Ā
The return on investment for S&OP excellence in normal times is seven months, in the pandemic excellence in S&OP matters more than ever. Here we share a business guide for supply chain leaders to drive value and eliminate the pitfalls and potholes of S&OP evolution.
Building Business-To-Business Supply Chain Networks - Who Are the Players? 24...Lora Cecere
Ā
Executive Overview
Today, supply chains are networked. They are not linear. Instead, there are interdependencies with outsourced contract manufacturing companies, third-party logistics providers (3PLs), freight forwarders, and transportation providers. While our relationships are outsourced, our information technology systems are not. Companies have automated the enterprise; but the automation of the extended value chain remains an opportunity.
It is now possible. B2B network solutions are now in their second decade of maturity. Yet, only 7% of flows move through B2B networks0F0F0F . They are maturing and should be considered as a part of a supply chain IT architecture.
Today, most of the networks depend on ad hoc, manual processes. Despite a decade of technology evolution on B2B connectivity, the majority of the flows in the extended network move through spreadsheets, email, and Electronic Data Interchange (EDI). As a result, as things change in the network, it is hard for trading partners to keep the information synchronized. It may be integrated, but it is not synchronized. Why? There is no network system of record. The flows are point-to-point. Data latency is high. As a result, when the data is received, it is often out-of-sync and out-of-date. The links are fragile. As a result, multi-party process automation is not possible.
Most companies know the problem, but they are confused on where to start to solve it. They lack clarity on three basic questions:
1. Why a B2B Supply Chain Business Network Solution versus EDI?
2. Why a B2B Supply Chain Business Network Solution versus ERP?
3. Which B2B Supply Chain Business Network Solution to use?
Answering these questions is the goal of this report.
Cloud. Non-relational databases. Unstructured text. Mobility. Social. The world of big data supply chains is ripe with opportunities. Join this session to gain an understanding of new research on big Data while gaining insights from a panel of supply chain leaders.
Each year Supply Chain Insights publishes data on the supply chains to admire based on public balance sheet data. The methodology evaluates retailers, manufacturers, and distributors on performance, improvement, and value. This year's winners include Ahold, Apple, AbbVie, Broadcom, BorgWarner, Continental AG, Capri Holdings, Dollar General, Eastman Chemical, Ecolab, LuluLemon, Herman Miller, Intuitive Surgical, L'Oreal, Lockheed Martin, Leggett & Platt, Monster Beverages, Paccar, Packaging Corporation of America (PCA), Ross Stores, Sleep Number, Ubiquiti Networks, and TJX.
For the supply chain leader, Big Data is a new concept. It is not one that is currently well understood. It will be overhyped and overpromised before the concepts reach mainstream adoption. However, it is here to stay. The goal of this report is to better educate and prepare the supply chain leader for this change. In this report, we define the concepts and share insights to help leaders better understand how Big Data concepts can help solve problems in todayās supply chain.
Supply Chains to Admire Analysis for 2019Lora Cecere
Ā
This analysis of 2010-2018 is a study of supply chain excellence for 515 public companies in 28 industries. Four percent of companies outperform their peer group while driving improvement. This is the sixth year of the analysis based on a study of growth, operating margin, inventory turns and Return on Invested Capital.
Presentation at the Canadian Association of Supply Chain Management on the f...Lora Cecere
Ā
Presentation materials from the keynote at the Canadian Association of Supply Chain Management on the future of Supply Chain 2030 and supply chain digitization.
In June of this year, we will publish our fifth analysis of the Supply Chains to Admire. The Supply Chains to Admire methodology celebrates companies that outperform their peer group while driving a faster rate of improvement. Improvement is easier to say than to measure. To create the Supply Chains to Admire, we developed a methodology to measure improvement. It is defined by the Supply Chain Index. To help companies better understand the Supply Chain Index and relative rates of change within an industry, here we dedicate an entire report to the methodology underlying the Index.
Sales and Operations Planning: A Guide for the Supply Chain LeaderLora Cecere
Ā
Covid-19 brings unprecedented times for the supply chain leader. Sales and Operations Planning is even more critical. Here we share insights on how to avoid the pitfalls and potholes of S&OP processes.
Supply Chain Visibility in Business Networks - Summary Charts - 11 MAR 2014Lora Cecere
Ā
Executive Summary
Teams claim that they are building end-to-end supply chain processes; but we do not find that this is true. Despite the growing need to automate the extended supply chain, the focus of most companies is on enterprise automation. The process flows of the extended supply chain are dependent on spreadsheets and Electronic Data Interchange (EDI). It is not sufficient.
Companies want better supply chain visibility. The gaps in current supply chain capabilities are large. While EDI is effective in moving transactional data, it is point to point lacking community interaction.
Companies are seeking new and deeper forms of supply chain visibility through business networks. It takes many forms. It is foundational to deliver on the promise of agility. They want to be more agile and the current IT architectures are not meeting this need.
High level survey findings are:
ā¢ Outsourcing is a Reality. It is here to Stay. For the average company, outsourcing of manufacturing and transportation is a reality. In the study, approximately ninety percent of respondents report having some level of outsourcing. Thirty percent outsource forty percent or more of their manufacturing and fifty-five percent outsource at least forty percent of their logistics on a volume basis.
ā¢ Supply Chain Visibility has Many Forms. Few are Being Delivered Well. The term supply chain visibility is a nebulous term with many meanings. There is no standard definition. In this report, we share insights on the forms of visibility and the issues with each. Visibility within the company is being addressed by current IT architectures; but B2B architectures to support emerging supply chain visibility requirements are evolving.
ā¢ The Gaps in Supply Chain Visibility are Large. The Satisfaction with EDI is high. The Confidence in ERP to Close the Gap is Low. The average company with ERP has seven different ERP instances and forty-nine percent of respondents report ERP spending plays a major role in their IT budget. However, as shown in this report, the gaps for supply chain visibility are high and the confidence that ERP implementations can close the gaps is low. As a result, the extended supply chain runs on EDI and spreadsheets. In the words of one supply chain leader that we interviewed, āToday, it is much like chewing gum, bailing wire and a shoestring.ā
In this report, we give an overview of the current state of supply chain visibility--the different forms and the state of each-- and share insights on current levels of importance and performance. We then look critically at current efforts of IT investment/focus and give recommendations on how business users can work with IT teams to close these gaps.
Call for Action! Webinar slides for the call for action for other manufacturers and technologists to join the testing of onboarding of community members into a Network of Networks. In this webinar, we share the concepts and the ground rules of the testing and the agenda for the upcoming April session.
Summary report of research on supply chain performance in the pandemic. During COVID-19, supply chains were significantly less agile. Innovative companies did better than laggards. When companies were mature in finite scheduling, sales and operations planning and Available to Promise (ATP), manufacturers were more agile and reponsive.
Today only one in three business leaders are satisfied with their supply chain. One of the issues is the lack of agility. In this report, we share case studies on how to improve supply chain agility. This report first defines supply chain agility and then shares case studies of agility techniques that work to improve the ability to deliver the same cost, quality and customer service given the rising levels of demand and supply volatility. Each case study is supported by the Supply Chains to Admire financial analysis.
Passing the Baton: Insights on Supply Chain TalentLora Cecere
Ā
Presentation for the Penn State Forum on May 16th on Supply Chain Talent. Open discussion on the state of talent in supply chain based on a recent research study of over 500 business leaders.
Current State of Sales and Operations PlanningLora Cecere
Ā
Summary document on research from over 100 companies on the current state of Sales and Operations Planning. The average company has seven processes and feels significantly less satisfied in 2019 than in 2016. Business complexity outpaces process and technology evolution. Companies deploying SAP APO or IBP rate themselves significantly behind peer group due to the lack of what if modeling and modeling capabilities.
Defining Outside-in Processes: Summary of As Is and To Be WorkLora Cecere
Ā
In January, I kicked off a cross-industry collaborative effort with seven business leaders, four academics, a SCOR master from APICS, and o9. The project is named Project Zebra. The concept for the naming is the goal of helping Supply Chain Leaders change their stripes by rethinking planning concepts.
My goal? The focus is the design and test of outside-in processes. The group reached the milestone of documenting the "as is" and "to be" documentation at the end of June. The focus is now on testing. The next step is to test the market-driven demand management concept with BSH Home Appliances and the Market-driven Knowledge Graph with Western Digital.
These results to publish in September 2021. With the pandemic, companies want to sense and respond using market data, but there is no clear roadmap outlining value to drive enablement. The hope is for this project to fill this gap.
Post Covid-19 Recovery: Building Better Supply ChainsLora Cecere
Ā
Today, supply chain leaders are facing a global pandemic and a redefinition of business models along with unprecedented unemployment. This time is anything BUT business as usual. The traditional supply chain, stuck before the pandemic, is unequal to the challenge. Today, I presented my thoughts on how to build better supply chains to the the Supply Chain Canada trade association.
What Defines Supply Chain Excellence? Is It Defined by the Gartner Top 25?Lora Cecere
Ā
In this webinar, Lora Cecere, Founder of Supply Chain Insights shares insights on driving balance in metrics scorecards and the current state of industry subgroups on the Supply Chain Metrics That Matter (operating margin, inventory turns, growth and Return on Invested Capital). No company on the Gartner Top 25 for 2019 drove performance greater than peer group on the metrics that matter while driving continuous improvement.
How Can You Drive Opportunity If You Cannot Manage Risk?Lora Cecere
Ā
25 July 2018
Report Details: The research for this report was conducted via an online survey from March 12 - May 11, 2018. Surveys were conducted among 93 respondents -- a mix of business users (manufacturers, wholesalers/distributors/co-operatives, and third-party logistics providers, n=34), vendors (software providers and consultants, n=39), and others (academics, analysts, unemployed, and others, n=20).
Objective: To understand the current and expected future state of supply chain risk management, the biggest drivers of risk, and the impact on supply chain disruptions. NOTE: supply chain risk management is defined as the proactive identification and assessment of potential risks to the supply chain, as well as the development of strategies to avoid these risks.
Highlight: Nearly two-thirds of respondents believe that their company performs better today on risk management practices than five years ago yet they had 3.5 disruptions last year on average. Managing risk requires a network approach. Todayās investments in end-to-end supply chain are by and large not effective in risk mitigation. Only 37% have visibility of extended-tier suppliers and most lack the solutions to manage global complexity.
Business Guide for Supply Chain Leaders for S&OP in the PandemicLora Cecere
Ā
The return on investment for S&OP excellence in normal times is seven months, in the pandemic excellence in S&OP matters more than ever. Here we share a business guide for supply chain leaders to drive value and eliminate the pitfalls and potholes of S&OP evolution.
Building Business-To-Business Supply Chain Networks - Who Are the Players? 24...Lora Cecere
Ā
Executive Overview
Today, supply chains are networked. They are not linear. Instead, there are interdependencies with outsourced contract manufacturing companies, third-party logistics providers (3PLs), freight forwarders, and transportation providers. While our relationships are outsourced, our information technology systems are not. Companies have automated the enterprise; but the automation of the extended value chain remains an opportunity.
It is now possible. B2B network solutions are now in their second decade of maturity. Yet, only 7% of flows move through B2B networks0F0F0F . They are maturing and should be considered as a part of a supply chain IT architecture.
Today, most of the networks depend on ad hoc, manual processes. Despite a decade of technology evolution on B2B connectivity, the majority of the flows in the extended network move through spreadsheets, email, and Electronic Data Interchange (EDI). As a result, as things change in the network, it is hard for trading partners to keep the information synchronized. It may be integrated, but it is not synchronized. Why? There is no network system of record. The flows are point-to-point. Data latency is high. As a result, when the data is received, it is often out-of-sync and out-of-date. The links are fragile. As a result, multi-party process automation is not possible.
Most companies know the problem, but they are confused on where to start to solve it. They lack clarity on three basic questions:
1. Why a B2B Supply Chain Business Network Solution versus EDI?
2. Why a B2B Supply Chain Business Network Solution versus ERP?
3. Which B2B Supply Chain Business Network Solution to use?
Answering these questions is the goal of this report.
Cloud. Non-relational databases. Unstructured text. Mobility. Social. The world of big data supply chains is ripe with opportunities. Join this session to gain an understanding of new research on big Data while gaining insights from a panel of supply chain leaders.
Each year Supply Chain Insights publishes data on the supply chains to admire based on public balance sheet data. The methodology evaluates retailers, manufacturers, and distributors on performance, improvement, and value. This year's winners include Ahold, Apple, AbbVie, Broadcom, BorgWarner, Continental AG, Capri Holdings, Dollar General, Eastman Chemical, Ecolab, LuluLemon, Herman Miller, Intuitive Surgical, L'Oreal, Lockheed Martin, Leggett & Platt, Monster Beverages, Paccar, Packaging Corporation of America (PCA), Ross Stores, Sleep Number, Ubiquiti Networks, and TJX.
For the supply chain leader, Big Data is a new concept. It is not one that is currently well understood. It will be overhyped and overpromised before the concepts reach mainstream adoption. However, it is here to stay. The goal of this report is to better educate and prepare the supply chain leader for this change. In this report, we define the concepts and share insights to help leaders better understand how Big Data concepts can help solve problems in todayās supply chain.
Supply Chains to Admire Analysis for 2019Lora Cecere
Ā
This analysis of 2010-2018 is a study of supply chain excellence for 515 public companies in 28 industries. Four percent of companies outperform their peer group while driving improvement. This is the sixth year of the analysis based on a study of growth, operating margin, inventory turns and Return on Invested Capital.
Presentation at the Canadian Association of Supply Chain Management on the f...Lora Cecere
Ā
Presentation materials from the keynote at the Canadian Association of Supply Chain Management on the future of Supply Chain 2030 and supply chain digitization.
In June of this year, we will publish our fifth analysis of the Supply Chains to Admire. The Supply Chains to Admire methodology celebrates companies that outperform their peer group while driving a faster rate of improvement. Improvement is easier to say than to measure. To create the Supply Chains to Admire, we developed a methodology to measure improvement. It is defined by the Supply Chain Index. To help companies better understand the Supply Chain Index and relative rates of change within an industry, here we dedicate an entire report to the methodology underlying the Index.
Sales and Operations Planning: A Guide for the Supply Chain LeaderLora Cecere
Ā
Covid-19 brings unprecedented times for the supply chain leader. Sales and Operations Planning is even more critical. Here we share insights on how to avoid the pitfalls and potholes of S&OP processes.
Supply Chain Visibility in Business Networks - Summary Charts - 11 MAR 2014Lora Cecere
Ā
Executive Summary
Teams claim that they are building end-to-end supply chain processes; but we do not find that this is true. Despite the growing need to automate the extended supply chain, the focus of most companies is on enterprise automation. The process flows of the extended supply chain are dependent on spreadsheets and Electronic Data Interchange (EDI). It is not sufficient.
Companies want better supply chain visibility. The gaps in current supply chain capabilities are large. While EDI is effective in moving transactional data, it is point to point lacking community interaction.
Companies are seeking new and deeper forms of supply chain visibility through business networks. It takes many forms. It is foundational to deliver on the promise of agility. They want to be more agile and the current IT architectures are not meeting this need.
High level survey findings are:
ā¢ Outsourcing is a Reality. It is here to Stay. For the average company, outsourcing of manufacturing and transportation is a reality. In the study, approximately ninety percent of respondents report having some level of outsourcing. Thirty percent outsource forty percent or more of their manufacturing and fifty-five percent outsource at least forty percent of their logistics on a volume basis.
ā¢ Supply Chain Visibility has Many Forms. Few are Being Delivered Well. The term supply chain visibility is a nebulous term with many meanings. There is no standard definition. In this report, we share insights on the forms of visibility and the issues with each. Visibility within the company is being addressed by current IT architectures; but B2B architectures to support emerging supply chain visibility requirements are evolving.
ā¢ The Gaps in Supply Chain Visibility are Large. The Satisfaction with EDI is high. The Confidence in ERP to Close the Gap is Low. The average company with ERP has seven different ERP instances and forty-nine percent of respondents report ERP spending plays a major role in their IT budget. However, as shown in this report, the gaps for supply chain visibility are high and the confidence that ERP implementations can close the gaps is low. As a result, the extended supply chain runs on EDI and spreadsheets. In the words of one supply chain leader that we interviewed, āToday, it is much like chewing gum, bailing wire and a shoestring.ā
In this report, we give an overview of the current state of supply chain visibility--the different forms and the state of each-- and share insights on current levels of importance and performance. We then look critically at current efforts of IT investment/focus and give recommendations on how business users can work with IT teams to close these gaps.
Call for Action! Webinar slides for the call for action for other manufacturers and technologists to join the testing of onboarding of community members into a Network of Networks. In this webinar, we share the concepts and the ground rules of the testing and the agenda for the upcoming April session.
Agile Data Integration: How is it possible?confluent
Ā
In this talk, we are going to tell you the story of building the Connection Platform (CoPa). This is an endeavor undertaken at Generali Switzerland over the course of the last year, in a collaboration with Innovation Process Technology. The goal was to design a general purpose, state of the art integration platform, which covers all integration needs of the enterprise. The central data distribution and integration layer are powered by Confluent Kafka. We will throw a spotlight on three different aspects of this platform that, all in their own right, are essential for agile data integration.
First of all, the platform is hosted on the container platform Redhat Openshift. Everything is set up in flexible Docker containers. Automated pipelines are used to build, provision and deploy everything on the platform from infrastructure to data pipeline
Juanjo Hierro - Introduction and overview of FIWARE Vision on Data Spaces.pdfFIWARE
Ā
This session will bring you the opportunity to discover how FIWARE will make Data Spaces happen! Contents will give all the details and insights around the path taken in this strategic area. An introduction will provide the overall vision on Data Spaces, the status of the Data Spaces Business Alliance (DSBA) Technical Convergence activities, and initial considerations around the concept of FIWARE Data Space Connector, the first dataspace connector that will comply with the Data Space Business Alliance recommendations.
Different coordination and support actions of the Digital Europe Programme (DEP) in the Data Spaces domain will also be presented, as well as initial outputs from these projects. It will provide insights about the opportunities to influence and drive decisions within this important program of the European Union.
A series of presentations will deep dive into technical details about the minimum viable framework recommended in DSBA: the standards proposed and how they integrate together. Concretely, presentations will focus on the pillars linked to decentralized Trust, Identity & Access Management and the pillar for Data Value creation covering aspects for Monetization and Marketplace services.
Several presentations will tackle elements that open the discussion around the evolution of Data Spaces, as well as components expected to be integrated in the concept of Data Space Connector. They will be followed by use cases that provide insight on what is being developed and testimonies on how technologies based on Data Spaces concepts previously displayed are being used in real life scenarios.
Blockchain Applications for Large Enterprises by Austin HigginsAustin Higgins
Ā
Blockchain applications for startups are on the rise. But most enterprise and Fortune 1000 business leaders don't know how to use this new technology to improve their business. This presentation dispells myths behind blockchain, an overview of why companies want to use blockchain, how blockchain is being build today, enterprise uses cases, the benefits of blockchain and what companies must do now to take advantage of this new technology.
Easy SPARQLing for the Building Performance ProfessionalMartin Kaltenbƶck
Ā
Slides of Martin Kaltenbƶcks (SWC) presentation at SEMANTiCS2014 conference in Leipzig on 5th of September 2014 about the 'Tool for Building Energy Performance Scenarios' of GBPN (Global Buildings Performance Network, http://gbpn.org) that provides a prediction tool for buildings performance worldwide by making use of Linked Open Data (LOD).
Blockchain is a technology for a new generation of transactional applications that establishes trust,
accountability and transparency while streamlining processes in business networks. Think of it as
an operating system for interactions between participants in a business network. It has the potential
to vastly reduce the cost and complexity of getting things done
Delivered by Bob Jones of CERN at the Cloud Computing Research Innovation Challenges for WP 2018-2020 Workshop on November 7th, 2016, in Brussels, Belgium.
A critical look at three years of supply chain disruption. Using quantitative and qualitative research, Lora Cecere, Founder of Supply Chain Insights, looks critically at the factors within companies that drove resilience and the factors less successful. Companies that won were aligned, used market signals, decreased process latency, used scenario planning, and implemented descriptive analytics. Those that fared worse, had tight integration of supply chain planning to ERP, were not aligned, and were focused on a digital transformation strategy.
River of Demand - ALL RIVERS with QR.pdfLora Cecere
Ā
Drawings of demand as a river depicting the issues with flow with the voice overlay of the planner. To hear the voice, scan the QR code at the bottom of the drawing.
Presentation was given at the Longbow presentation on the future of supply chain management and the value of changing processes to make decisions a the speed of business decisions
At the Supply Chain Insights Global Summit, we challenged the audience to think about "social tokens" using this presentation from Luke Layden of Coin Desk.
Today's supply chain processes are inside-out. Outside-in processes, using channel and market data, improve the time to respond. This presentation reflects two years of testing using machine learning to understand the impact on the bullwhip effect and Forecast Value Added.
Now in its ninth year, the Supply Chains to Admire analysis is a study of the progress of each industry sector on the balanced scorecard of growth, operating margin, inventory turns, and Return on Invested Capital (ROIC). Twenty-two companies outperform their peer group, defining and exemplifying supply chain excellence.
Supply Chains to Admire Analysis 2022_2022 presentation.pptxLora Cecere
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Supply Chains to Admire is a data-driven analysis based on public reporting of manufacturing and retail companies. The research evaluates which public companies drove improvement while outperforming their peer groups on performance metrics and value for the ten-year period of 2012-2021. The 25 winners are a testimonial to supply chain resilience.
The Role of Analytics In Defining The Art Of The PossibleLora Cecere
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Analytics capabilities are evolving faster than organizations can adopt them into their processes. Here we share the research of 92 respondents in their journey to use new forms of analytics in their digital transformation journey.
Putting the SPARK into Virtual Training.pptxCynthia Clay
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
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This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
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Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firmās foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website ā www.pmday.org
Youtube ā https://www.youtube.com/startuplviv
FB ā https://www.facebook.com/pmdayconference
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19. Network of Networks Pilots
Update: 2018-05-02
For the Supply Chain Leader Who Wants to Rise Above
20. Revision
Date Description
2018/01/23 Updated member list
2018/01/23 Added data model
2018/01/23 Added example of Formation record data
2018/01/24 Added example of ALEI prefix
2018/03/28 Revised data model
2018/03/28 Replaced example of Formation record data with hyperlink to www.eALEI.org
2018/03/28 Replaced example of ALEI Prefix with hyperlink to list
2018/03/28 Added slide with ISO 8000 definitions
2018/03/28 Added slide with ISO 8000-116 requirements
2018/04/04 Updated model
2018/05/02
38. Network of Networks Pilots
Update: 2018-05-02
For the Supply Chain Leader Who Wants to Rise Above
39. Revision
Date Description
2018/01/23 Updated member list
2018/01/23 Added data model
2018/01/23 Added example of Formation record data
2018/01/24 Added example of ALEI prefix
2018/03/28 Revised data model
2018/03/28 Replaced example of Formation record data with hyperlink to www.eALEI.org
2018/03/28 Replaced example of ALEI Prefix with hyperlink to list
2018/03/28 Added slide with ISO 8000 definitions
2018/03/28 Added slide with ISO 8000-116 requirements
2018/04/04 Updated model
2018/05/02