Optimise Cost Savings - Supply Chain Improvements
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The document describes three case studies about improving efficiency and reducing costs: 1) A packaging solution using new colorful shelf-ready packaging that increased compliance by 15% and reduced cardboard usage, saving over £100,000. 2) An analysis of a worker's day that identified inefficient routines, which a company addressed by automating sampling requests and optimizing loads to save money. 3) No summary is provided for the third case study as it does not contain enough information.
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1) IoT is expected to grow significantly in the coming years, with connected devices growing to 20 billion by 2020 and IoT's global worth surpassing $1 trillion by 2025.
2) IoT will transform supply chain operations through technologies like predictive maintenance, automated inventory management, and track and trace capabilities.
3) A survey found that companies believe IoT's biggest benefits will be improved inventory management and increased supply chain visibility.
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1) The document discusses optimizing supply chain synchronization and visibility to increase profitability through faster response to consumer demand. It describes Neogrid as a supply chain management company that provides these services.
2) It outlines Neogrid's services including demand planning, replenishment, strategic sourcing, and multi-tier visibility tools. It also discusses challenges in today's retail landscape like omni-channel and increasing item proliferation.
3) A major focus is on proactively addressing on-shelf availability through consistent measurement, root cause analysis of issues, and prevention rather than reactive fixing of problems. Metrics, alerts, and recommendations are provided to various parties to take appropriate actions.
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2. Case studies on consumer packaged goods companies demonstrated the approach led to consecutive weeks of perfect service, significantly reduced inventory levels, and cost savings of millions by eliminating waste.
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Major changes in culture, technology, economics and politics are disrupting supply chains. Digital technologies like big data, analytics, automation, and mobile are changing how supply chains operate. Consumer demands and the rise of e-commerce are also driving new complexities. Leaders must develop new approaches in four key areas:
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Maureen O'Shea gave a presentation on modern supply chain leadership in a VUCA world. She discussed how (1) VUCA (volatile, uncertain, complex, ambiguous) environments require new skills beyond IQ, (2) every market is evolving so customer focus is key, and (3) supply chain leaders need new capabilities to leverage visibility and deliver customer value. She emphasized understanding customer needs and delighting customers in order to gain a competitive advantage in today's digital world.
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This document discusses how digital supply chains can provide a competitive advantage. It summarizes that digital supply chains allow for increased product availability, faster response times, higher margins, reduced working capital, and other benefits. It then discusses how Infor's business network connects enterprises, suppliers, logistics providers, and others to share supply chain data. The network manages $500 billion in goods annually. The document argues that companies should join this network to digitally transform their supply chains, achieve operational excellence, and use new technologies like IoT, analytics, and machine learning. It provides examples of how predictive analytics and a network control center can help companies monitor supply chains and proactively respond to issues.
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How IoT Will Support Tomorrow's Digital Supply Chain
The document discusses how the Internet of Things (IoT) will support future digital supply chains. It provides the following key points:
1) IoT is expected to grow significantly in the coming years, with connected devices growing to 20 billion by 2020 and IoT's global worth surpassing $1 trillion by 2025.
2) IoT will transform supply chain operations through technologies like predictive maintenance, automated inventory management, and track and trace capabilities.
3) A survey found that companies believe IoT's biggest benefits will be improved inventory management and increased supply chain visibility.
Everyone Can Influence On-Shelf Availability
1) The document discusses optimizing supply chain synchronization and visibility to increase profitability through faster response to consumer demand. It describes Neogrid as a supply chain management company that provides these services.
2) It outlines Neogrid's services including demand planning, replenishment, strategic sourcing, and multi-tier visibility tools. It also discusses challenges in today's retail landscape like omni-channel and increasing item proliferation.
3) A major focus is on proactively addressing on-shelf availability through consistent measurement, root cause analysis of issues, and prevention rather than reactive fixing of problems. Metrics, alerts, and recommendations are provided to various parties to take appropriate actions.
Cost To Serve
Cost to serve analysis provides visibility into a company's true supply chain costs to serve different customers and products. It can uncover surprising variations in costs and customer profitability. By analyzing actual order and activity data through activity-based modeling, cost to serve insights help companies improve pricing, product portfolio decisions, identify cost savings opportunities, and enhance business processes like budgeting and cost allocation. The presentation provides examples of cost to serve outputs and discusses how to design and implement an effective cost to serve model.
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- 2. “There is nothing new under the sun. It has all been done before.”
- 4. A CASE OF COMPLIANCY (2013)
- 8. The Solution: 30% more efficient on pallet Compliancy increased by 15% Cut, glued and dyed on a One- pass machine Reduction in cardboard used
- 9. The Solution: 30% more efficient on pallet Compliancy increased by 15% Cut, glued and dyed on a One- pass machine Reduction in cardboard used £100ks saved!
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- 11. The Problem: 6am 9am 9.45am 10am 3Pm
- 12. The Problem: Ned wakes up 6am 9am 9.45am 10am 3Pm
- 13. The Problem: Ned wakes up GETS TO WORK 6am 9am 9.45am 10am 3Pm
- 14. The Problem: Ned wakes up GETS TO WORK 6am 9am 9.45am 10am BBC SPORT CHECKED 3Pm
- 15. The Problem: Ned wakes up GETS TO WORK 6am 9am 9.45am 10am BBC SPORT CHECKED MAD RUSH WITH THE DEPOT!!! 3Pm
- 16. The Problem: Ned wakes up GETS TO WORK 6am 9am 9.45am 10am BBC SPORT CHECKED MAD RUSH WITH THE DEPOT!!! ALEX FROM MARKETING WANTS TO SEND POPCORN TO A ‘REALLY COOL’ EVENT 3Pm
- 17. The Solution:
- 18. The Solution: Diamond Logistics storage hub Automated Sampling requests Optimized loads Short-dated stock – reservation system £££
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