Insights on Supply Chain Talent - slide deck from webinar - 25 FEB 2016Lora Cecere
Insights on Supply Chain Talent
There is a shortage of talent in supply chain. The industry continues to grow; however, senior leaders are on the brink of retirement and millennials are racing to gain the skills and knowledge to assume greater responsibility. There is a large gap between supply and demand in the middle level of supply chain professionals. In this panel webinar we’ll review suggestions for companies looking to retain and groom talent, as well as individuals looking for their next challenge. Join us to gain more insight into the future of talent and the role you’ll take to close the gap.
In this article, sponsored by SAP, we take a look at how the strategy behind supply-chain management has created new challenges. Supply-chain managers have had to acquire many new skills to keep up with the revolution but with a new breed of technology creating obstacles in the supply-chain strategy, how do you find the right people for the job?
Presentation prepared for the EyeOn conference on the Future of Supply Chain Technologies to be presented in Rotterdam on November 12th. Small group discussion on the future of supply chain.
This is a description of the IBM Industrie 4.0 Zone @ CeBIT 2015, comprised of 10 live demonstration points with real scenarios created for and with our clients and partners.
Join the IBM Industrie 4.0 Core Tech Team on your journey through the zone!
Imagine the Supply Chain of the Future - 21 OCT 2014Lora Cecere
Executive Overview
When we ask companies to imagine the supply chain of the future, they have to start with what they have today. Most companies today are stuck, and find it hard to conceive the supply chain of the future. To free their thinking they have to learn from the past, to unlearn what they believe is a world of best practices, and establish methodologies to imagine the supply chain of the future. Changing traditional paradigms is a starting point.
For most, the journey is not easy. As shown in Figure 1, the terms most commonly used to describe the supply chain today are traditional, tactical, and cautious. Today there is significant room for improvement, with only one in three supply chain leaders feeling that what they have now is working well. Most of the supply chain processes are inside-out which is a barrier to sensing demand and building demand-driven or market-driven processes.
The incentive to change lies in balance sheet performance. When we analyze financial balance sheet performance for the period of 2006-2013, we find that nine out of ten companies are stuck at the intersection of the two critical metrics of operating margin and inventory turns. Publicly-held companies are unable to power improvements in both metrics for more than two consecutive years. For most, improvement has become an OR condition with companies making improvements in one of the two metrics, but not both together. This is an area of frustration and disappointment for business leaders that want to leverage supply chain technologies and processes to deliver both cash and cost savings to the organization. As growth slows, this shift is more important. In this report, we share highlights on the research gathered for our recent conference, Supply Chain Insights Global Summit.
Technological advances have significantly increased industrial productivity. A new phrase is entering the vocabulary, thanks to a German effort; Industry 4.0. China, as always, has its own answer to this initiative.
Supply Chain Index Rankings for 2006-2013 and 2009-2013Lora Cecere
The document is from Supply Chain Insights LLC and contains summaries of supply chain index data from 2006-2013 and 2009-2013 for various industries, including consumer packaged goods, food and beverage, chemicals, apparel, paper, retail, hospitals, pharmaceuticals, medical devices, automotive, auto suppliers, contract manufacturing, semiconductors, and consumer electronics. Each industry section references the relevant page number from the Supply Chain Insights LLC 2014 report for the supply chain index data.
Insights on Supply Chain Talent - slide deck from webinar - 25 FEB 2016Lora Cecere
Insights on Supply Chain Talent
There is a shortage of talent in supply chain. The industry continues to grow; however, senior leaders are on the brink of retirement and millennials are racing to gain the skills and knowledge to assume greater responsibility. There is a large gap between supply and demand in the middle level of supply chain professionals. In this panel webinar we’ll review suggestions for companies looking to retain and groom talent, as well as individuals looking for their next challenge. Join us to gain more insight into the future of talent and the role you’ll take to close the gap.
In this article, sponsored by SAP, we take a look at how the strategy behind supply-chain management has created new challenges. Supply-chain managers have had to acquire many new skills to keep up with the revolution but with a new breed of technology creating obstacles in the supply-chain strategy, how do you find the right people for the job?
Presentation prepared for the EyeOn conference on the Future of Supply Chain Technologies to be presented in Rotterdam on November 12th. Small group discussion on the future of supply chain.
This is a description of the IBM Industrie 4.0 Zone @ CeBIT 2015, comprised of 10 live demonstration points with real scenarios created for and with our clients and partners.
Join the IBM Industrie 4.0 Core Tech Team on your journey through the zone!
Imagine the Supply Chain of the Future - 21 OCT 2014Lora Cecere
Executive Overview
When we ask companies to imagine the supply chain of the future, they have to start with what they have today. Most companies today are stuck, and find it hard to conceive the supply chain of the future. To free their thinking they have to learn from the past, to unlearn what they believe is a world of best practices, and establish methodologies to imagine the supply chain of the future. Changing traditional paradigms is a starting point.
For most, the journey is not easy. As shown in Figure 1, the terms most commonly used to describe the supply chain today are traditional, tactical, and cautious. Today there is significant room for improvement, with only one in three supply chain leaders feeling that what they have now is working well. Most of the supply chain processes are inside-out which is a barrier to sensing demand and building demand-driven or market-driven processes.
The incentive to change lies in balance sheet performance. When we analyze financial balance sheet performance for the period of 2006-2013, we find that nine out of ten companies are stuck at the intersection of the two critical metrics of operating margin and inventory turns. Publicly-held companies are unable to power improvements in both metrics for more than two consecutive years. For most, improvement has become an OR condition with companies making improvements in one of the two metrics, but not both together. This is an area of frustration and disappointment for business leaders that want to leverage supply chain technologies and processes to deliver both cash and cost savings to the organization. As growth slows, this shift is more important. In this report, we share highlights on the research gathered for our recent conference, Supply Chain Insights Global Summit.
Technological advances have significantly increased industrial productivity. A new phrase is entering the vocabulary, thanks to a German effort; Industry 4.0. China, as always, has its own answer to this initiative.
Supply Chain Index Rankings for 2006-2013 and 2009-2013Lora Cecere
The document is from Supply Chain Insights LLC and contains summaries of supply chain index data from 2006-2013 and 2009-2013 for various industries, including consumer packaged goods, food and beverage, chemicals, apparel, paper, retail, hospitals, pharmaceuticals, medical devices, automotive, auto suppliers, contract manufacturing, semiconductors, and consumer electronics. Each industry section references the relevant page number from the Supply Chain Insights LLC 2014 report for the supply chain index data.
Supply Chains to Admire - An Analysis of Supply Chain Excellence for 2006-2013Lora Cecere
Executive Overview
Supply chain excellence matters. It can make or break corporate performance. To drive improvements, companies need a clear definition of supply chain competency. It is easier to state than to define, and the market is full of beliefs that are not grounded by hard, cold facts.
Now 30-years old, the practice of supply chain management is still evolving. While companies speak of ‘best practices’, and boast about improvements in operating margin, inventory levels and asset management in conference after conference, we do not see it in our analysis of balance sheet information for any industry. The reason? The supply chain is not well-understood by executive teams, and many companies have pursued a project-based approach (implementing multiple projects with ROI above a threshold) or a focus on vertical excellence (where functional charters create very strong functional excellence); however, this is misguided. We do not find that these two approaches make a difference. Instead, we find that it is supply chain leadership driving resilient, predictable, and forward-looking processes that drives sustained balance sheet improvement. We find that for top performers that it happens in a slow and steady pattern versus the big-bang approach.
Supply chain leaders want to drive excellence. By their nature, these leaders are competitive. They want to drive performance improvements, increase corporate value and outpace competitors. It is not easy. The rate of business change is intense and the personal stakes are high. Day after day, leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology, there now is a way to gauge improvement.
Collecting the data and doing the analysis in this report is the result of a 24-month effort. We were fearful at the end of the process that it would be difficult to pick the top performers, but we should not have worried. When we applied the methodology, the top companies hopped off the page. They were easy to spot. Listed by industry, the Companies to Admire are listed in Table 4. Within a peer group, we place them within alpha order. Due to the complexity of the analysis it is hard to rate them more granularly.
No companies made the list from the contract manufacturing, medical device, paper, pharmaceutical or retail peer groups. Likewise, there were more companies that made the list in the industrial than the consumer value networks.
Presentation on Customer-Centric Supply Chains for Barcelona CSCMP Event in M...Lora Cecere
Presentation prepared for the CSCMP Barcelona event on Customer-centric Supply Chains. Covers the principles of cost-to-serve, demand-driven value networks, and use of unstructured data to listen. Steps to build a customer-centric Supply Chains.
Click through this slide presentation to see an overview of Joel Semeniuk's Exclusive Lecture on How Agile Sparked the 4th Industrial Revolution.
Last month Joel spoke with Scrum Alliance Executives about the concept of Industry 4.0 and how it applies to what we do in our workplaces.
“Accessing data and translating it in real-time to deliver more value is representative of how entire industries are thinking.”
• Has Industry 4.0 already made an impact on your organization?
• Will your company survive by 2020?
• How will you change in an economy driven by value?
Let us know your thoughts on Industry 4.0
Watch the video and learn how Agile is reshaping Manufacturing 4.0.
Too busy to watch? Listen to the audio
Issues and Trends in Supply Chain ManagementMiles Weaver
This document provides an overview of key concepts in supply chain management. It discusses how supply chains compete rather than individual companies. Modern supply chain management aims to deliver superior customer value at lower overall costs. Key aspects of supply chain management covered include procurement, logistics, variability and risks, the need for resilience and agility, lean practices, and the importance of integration and strategic partnerships. The document also discusses outsourcing, offshoring, and the need for sustainable supply chain management.
The document discusses Industry 4.0, which refers to the combination of digital technologies transforming manufacturing, including robotics, AI, sensors, IoT, analytics, and more. It describes how these technologies are poised to reshape manufacturing through interconnected global value chains and smart factories. The document outlines the main Industry 4.0 principles of interoperability, transparency, assistance, and decentralized decisions. It also discusses the impacts on employees, value chains, investments, and use cases combining Industry 4.0 with lean production. Experts comment that Industry 4.0 has great potential through data-driven applications tailored for customers to automate processes and monitoring.
Visibility in Manufacturing: The Path to Industry 4.0Ubisense
Industry 4.0 is the next Industrial Revolution. It involves integrating data from many kinds of sensors to gain the necessary visibility to predict issues and self-diagnose as problems occur. To some manufacturers, the coming age of cyber-physical systems is the inevitable next step. For most, however, these concepts feel quite distant from today’s reality where many plants have yet to adopt the automation technologies of Industry 3.0, and are decades away from mass adoption of Industry 4.0.
While today Industry 4.0 is an aspiration, every company can benefit from greater visibility throughout the production process. This slide deck explores how the manufacturing plant is evolving from recording the past to controlling the present to predicting the future.
What You'll Learn From this Presentation:
-Where your company ranks among the four Industrial Revolutions
-How to get to the next stage
-How increased visibility can have a positive and resounding impact throughout the manufacturing process
-What it takes to embrace Industry 4.0
Key Findings:
- We are in an industrial revolution… right now!
- User Experience must extend “from the screen to the shop”
- Security considerations continue to increase in scope
- AWS infrastructure and SMART COSMOS platform services are powerful options for realizing Industry 4.0
Supply Chains to Admire - An Analysis of Supply Chain Excellence for 2006-2013Lora Cecere
Executive Overview
Supply chain excellence matters. It can make or break corporate performance. To drive improvements, companies need a clear definition of supply chain competency. It is easier to state than to define, and the market is full of beliefs that are not grounded by hard, cold facts.
Now 30-years old, the practice of supply chain management is still evolving. While companies speak of ‘best practices’, and boast about improvements in operating margin, inventory levels and asset management in conference after conference, we do not see it in our analysis of balance sheet information for any industry. The reason? The supply chain is not well-understood by executive teams, and many companies have pursued a project-based approach (implementing multiple projects with ROI above a threshold) or a focus on vertical excellence (where functional charters create very strong functional excellence); however, this is misguided. We do not find that these two approaches make a difference. Instead, we find that it is supply chain leadership driving resilient, predictable, and forward-looking processes that drives sustained balance sheet improvement. We find that for top performers that it happens in a slow and steady pattern versus the big-bang approach.
Supply chain leaders want to drive excellence. By their nature, these leaders are competitive. They want to drive performance improvements, increase corporate value and outpace competitors. It is not easy. The rate of business change is intense and the personal stakes are high. Day after day, leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology, there now is a way to gauge improvement.
Collecting the data and doing the analysis in this report is the result of a 24-month effort. We were fearful at the end of the process that it would be difficult to pick the top performers, but we should not have worried. When we applied the methodology, the top companies hopped off the page. They were easy to spot. Listed by industry, the Companies to Admire are listed in Table 4. Within a peer group, we place them within alpha order. Due to the complexity of the analysis it is hard to rate them more granularly.
No companies made the list from the contract manufacturing, medical device, paper, pharmaceutical or retail peer groups. Likewise, there were more companies that made the list in the industrial than the consumer value networks.
Presentation on Customer-Centric Supply Chains for Barcelona CSCMP Event in M...Lora Cecere
Presentation prepared for the CSCMP Barcelona event on Customer-centric Supply Chains. Covers the principles of cost-to-serve, demand-driven value networks, and use of unstructured data to listen. Steps to build a customer-centric Supply Chains.
Click through this slide presentation to see an overview of Joel Semeniuk's Exclusive Lecture on How Agile Sparked the 4th Industrial Revolution.
Last month Joel spoke with Scrum Alliance Executives about the concept of Industry 4.0 and how it applies to what we do in our workplaces.
“Accessing data and translating it in real-time to deliver more value is representative of how entire industries are thinking.”
• Has Industry 4.0 already made an impact on your organization?
• Will your company survive by 2020?
• How will you change in an economy driven by value?
Let us know your thoughts on Industry 4.0
Watch the video and learn how Agile is reshaping Manufacturing 4.0.
Too busy to watch? Listen to the audio
Issues and Trends in Supply Chain ManagementMiles Weaver
This document provides an overview of key concepts in supply chain management. It discusses how supply chains compete rather than individual companies. Modern supply chain management aims to deliver superior customer value at lower overall costs. Key aspects of supply chain management covered include procurement, logistics, variability and risks, the need for resilience and agility, lean practices, and the importance of integration and strategic partnerships. The document also discusses outsourcing, offshoring, and the need for sustainable supply chain management.
The document discusses Industry 4.0, which refers to the combination of digital technologies transforming manufacturing, including robotics, AI, sensors, IoT, analytics, and more. It describes how these technologies are poised to reshape manufacturing through interconnected global value chains and smart factories. The document outlines the main Industry 4.0 principles of interoperability, transparency, assistance, and decentralized decisions. It also discusses the impacts on employees, value chains, investments, and use cases combining Industry 4.0 with lean production. Experts comment that Industry 4.0 has great potential through data-driven applications tailored for customers to automate processes and monitoring.
Visibility in Manufacturing: The Path to Industry 4.0Ubisense
Industry 4.0 is the next Industrial Revolution. It involves integrating data from many kinds of sensors to gain the necessary visibility to predict issues and self-diagnose as problems occur. To some manufacturers, the coming age of cyber-physical systems is the inevitable next step. For most, however, these concepts feel quite distant from today’s reality where many plants have yet to adopt the automation technologies of Industry 3.0, and are decades away from mass adoption of Industry 4.0.
While today Industry 4.0 is an aspiration, every company can benefit from greater visibility throughout the production process. This slide deck explores how the manufacturing plant is evolving from recording the past to controlling the present to predicting the future.
What You'll Learn From this Presentation:
-Where your company ranks among the four Industrial Revolutions
-How to get to the next stage
-How increased visibility can have a positive and resounding impact throughout the manufacturing process
-What it takes to embrace Industry 4.0
Key Findings:
- We are in an industrial revolution… right now!
- User Experience must extend “from the screen to the shop”
- Security considerations continue to increase in scope
- AWS infrastructure and SMART COSMOS platform services are powerful options for realizing Industry 4.0
2. Sustainability is the common term used by the
industrialist to maintain a safe and secure environment.
You should be able to implement sustainable approach
to focus on specific areas.
3. The ultimate aim of the sustainable supply chain is to
reduce the energy and other cost expenses to the
company. Cutting the cost for transportation is
considered to be one of the way.
4. The process owners should search for the necessary
eco-friendly methods in order to save the atmosphere,
without eliminating the waste in the environment.
5. Sustainability consultants can possibly provide
effective and potential ideas to the organizations, so
that you can bring environmental awareness among the
people and the clients.
6. They help to follow green methods in the
organizations, therefore you will be able to reduce the
emission of carbon dioxide as well as decrease global
warming. Re-engineering the products can bring down
the price for consumers.
7. You should think of recycling the waste products
eliminated during the manufacturing process. Simply
utilizing the waste can possibly increase your creativity
and usage of time in an efficient manner.
8. These consultants will guide you in such a way to use
the natural resources in a reduced amount, so that there
will not be shortage of fuels in the future.