IBM's Research and IBM Global Business Services created the Carbon Tradeoff Modeler, a tool that recommends best practices to reduce carbon dioxide emissions by analyzing packaging options, alternative operational processes, alternative transportation modes and energy sources, inventory policies, and sourcing policies. The tool can also quantify the tradeoffs between CO2 emissions reductions and other supply chain metrics including inventory levels and on-time delivery.
"To achieve a carbon efficient supply chain, companies need to assess the CO2 emissions impact of their end-to-end operations," said Sanjeev Nagrath, Global Leader, Supply Chain Management, IBM Global Business Services, in a statement. "By incorporating research-based tools to model the cost and carbon impact of key steps in the supply chain, organizations now can take action to reduce CO2 emissions and influence suppliers' behavior toward reducing their own greenhouse gas emissions."
The product was borne out of results from IBM's 2008 Corporate Social Responsibility study and separate IBM research that showed that corporate social responsibility topped the list of concerns for chief executives. According to IBM, social responsibility is quickly becoming a revenue growth platform for businesses, as clients have been increasingly vocal about transparency and accountability issues from organizations they do business with.
By using the automated Carbon Tradeoff Modeler, IBM said that companies can use carbon emission results in their CSR strategy, and flaunt the findings to boost their brand.
Insight Enterprises, Inc. Wins IBM Beacon Award for Outstanding Complementary Services Growth with IBM Global Services
Insight Enterprises, Inc. (“Insight” or the “Company”) (NASDAQ: NSIT), a leading, global provider of technology solutions, announced it has been named winner of the award for “Outstanding Complementary Services Growth with IBM Global Services” in the annual IBM Beacon Awards competition, honoring IBM Business Partners for their ingenuity, innovation, customer satisfaction and outstanding achievements in providing business solutions.
Insight provides information technology hardware, software, and services to large enterprises, small- to medium-sized businesses, and public sector institutions worldwide. Building on Insight’s well-established IBM Maintenance business, Insight has teamed with IBM Global Services to aggressively launch a new Managed Services Business based on IBM’s Express Managed Services portfolio. Insight has invested in training, sales and marketing in order to reach a growing number of clients with services that solve key business problems, and are affordable and easy to implement. Delivering complementary IBM services to its client base has enabled Insight’s sales force to develop closer value-add relationships with current clients and build a strong base of monthly recurring netted revenue.
IBM Beacon Award judges remarked that, “Insight shows excellent marketing innovation, driving several IBM offerings into the small and medium business market. The offerings on which they focus require significant product knowledge and marketing activity to generate opportunity identification. Insight really knows how to leverage its reach and range.”
"Insight was selected as an IBM Beacon Award winner because of its outstanding results and commitment to delivering IBM asset-based services solutions that complement its own services portfolio," said Ravi Marwaha, general manager, IBM Global Business Partners. “Insight has driven revenue growth both for itself and for IBM by delivering a well-rounded set of services that solve real business issues and earn Insight high marks for customer satisfaction.”
“We are honored to be recognized by IBM and thankful to the Wine Institute for referring us for this award,” said Steve Kedzior, Insight’s senior vice president of client solutions. “Our partnership with IBM enables Insight to offer our clients worldwide innovative technology solutions, such as IBM’s Global Services, to improve their business performance.”
About IBM Beacon Awards
More than 725 nominations were judged by a team of leading industry journalists, analysts, and IBM executives, who selected winners and finalists in 37 award categories. These IBM Business Partners were honored during a gala event at the IBM Business Partner Leadership Conference in Los Angeles on April 30 - May 2, 2008. For more information about the IBM Beacon Awards, please visit http://www-1.ibm.com/partnerworld/pwhome.nsf/weblook/2008_awards.html.
ProcureStaff, a leading provider of services procurement solutions, announced the launch of its innovative online supplier billing and invoicing web portal. This new offering sets the standard for consolidation in billing and billing processes for service procurement. The features of the Supplier Payment Website augments ProcureStaff’s proven, web-based Vendor Management System (VMS) software, delivering dramatic improvements in efficiency and cost savings in the procurement of contract and project based staff.
ProcureStaff has developed its new supplier payment portal to satisfy the requirements for major corporations in invoice consolidation. The portal drives efficiency and lowers costs by enhancing spend visibility while eliminating unnecessary work between customers and their suppliers. ProcureStaff is an innovator in supply chain management technology and outsourcing services and is widely credited with the innovation of the first vendor neutral solution for human capital procurement in 1996 to address the requirements one of the world’s largest telecommunication companies.
Recognized for achieving up to 99.996% billing accuracy in an independent audit performed by a Fortune 50 client – and supported by SAS 70 Type II audit – ProcureStaff is driving the next generation of bringing suppliers and customers together by improving, processes, delivery times and eliminating excess overhead.
“The response from the market has been overwhelmingly positive,” says ProcureStaff CFO, Charlie Rose of this latest innovation. “This open payment and billing architecture enables enormous efficiency in billing, allowing us to improve accuracy and achieve SAS 70 compliance certification, adding more value to our solution through strict SOX compliance and audit controls.”
ProcureStaff, Ltd. web site at www.procurestaff.com.
Sales and Operations Planning (S&OP) is one of those interesting supply chain areas in which many companies are just starting with the basics, using principles developed many years ago, while S&OP leaders are starting to push traditional S&OP processes to new levels.
Talent management is the process through which employers anticipate and meet their needs for human capital. Getting the right people with the right skills into the right jobs—a common definition of talent management—is the basic people management challenge in any organization. While talent management often focuses on managerial and executive positions, the issues involved apply to all jobs that are hard to fill.
Failures in talent management may be more recognizable than the concept itself. Those failures include mismatches between supply and demand: on the one hand, having too many employees, leading to layoffs and restructurings, and on the other hand, having too little talent or not being able to find the skills that are needed. These mismatches are among the biggest challenges that employers face. Over the past generation, many employers have lurched from surpluses of talent to shortfalls and back again. Something is wrong with this picture.
A Kroll report sheds light on the complex and overlooked risks in today's international and heavily outsourced supply chains. And while software can help spot supply chain fraud, IT systems are also making enterprises more vulnerable.
Minority business enterprises (MBEs) are a rapidly growing and increasingly important segment of the U.S. and global economy. From 1997-2002, the total number of U.S. companies increased by 2 million1 and over 50% of this increase was accounted for by minority-owned firms2. Minority-owned businesses are diverse, participating in a wide variety of industries – financial services, health care, construction, transportation, and other services. However, despite impressive growth in the number of U.S. minority firms, MBEs must increase their size, scale, and the economic viability of their firms if they are to compete effectively in the global economy. To accomplish this, MBEs must be assertive, innovative competitors who will not fear or retreat from globalization. This paper sets forth the business case for how MBEs can grow their companies, and cope with the challenges of national and global competition, through their participation and mastery of supply chain strategies.
GSA establishes the CONUS per diem rates providing the maximum reimbursement allowances up to which federal employees are reimbursed by their agencies for expenses incurred while on official travel. The CONUS per diem rate for an area is actually three allowances in one—the lodging allowance, the meals allowance and the incidental expense allowance. Most of the CONUS (about 3,000 counties) are covered by the standard CONUS lodging per diem rate which has been increased to $70. In Fiscal Year (FY) 08, there are about 400 Non-Standard Areas (NSA) that have per diem rates higher than the standard CONUS.
The United States has a new industry classification system. The North American Industry Classification System (NAICS) replaces the U.S. Standard Industrial Classification (SIC) system.
NAICS is the first-ever North American industry classification system. The system was developed by the U.S., Canada, and Mexico to provide comparable statistics across the three countries. For the first time, government and business analysts will be able to compare directly industrial production statistics collected and published in the three North American Free Trade Agreement countries. NAICS also provides for increased comparability with the International Standard Industrial Classification System (ISIC, Revision 3), developed and maintained by the United Nations.
SBA's size standards define whether a business entity is small and, thus, eligible for Government programs and preferences reserved for ``small business'' concerns. Size standards have been established for types of economic activity, or industry, generally under the North American Industry Classification System (NAICS).
AMR Research today announced the final agenda for its Supply Chain Executive Conference, "Globalization Comes Home," to be held at The Phoenician Resort in Scottsdale, AZ, May 28-30, 2008. The agenda includes a keynote address from Vicente Fox, former President of Mexico, and the release of the 2008 AMR Research Supply Chain Top 25.
Executives scheduled to present at the conference include:
-- Angel Mendez, SVP of Global Supply Chain Management, Cisco
-- Jim Varilek, VP of Supply Chain, Dow Chemical
-- Simon Osborn, VP of Logistics, 7-Eleven
-- Jim Liefer, VP Supply Chain Logistics, Walmart.com
-- Jake Barr, Director, Manufacturing, Planning and Logistics, P&G
-- Robert Salerno, VP World-Wide Supply Chain Operations Excellence, Johnson & Johnson
The final day of the conference will offer tactical tools for practitioners in a series of classroom-style sessions, including:
-- Next-Generation Demand-Driven Manufacturing Strategy -- Benchmarking Your Own Supply Chain -- The Integration Between Operations Excellence and Innovation Excellence
Many organizations feel the pressure of the growing disconnect between the enterprise and its supplier base. Enterprises across the globe are focused on achieving cost savings while increasing visibility into their spend and placing more spend under management; an electronic connection between the organization and its suppliers helps alleviate these pressures.
Aberdeen research has found that enterprises in the Asia / Pacific region have not only achieved more impressive cost savings than all other enterprises, they've done so by leveraging supplier enablement methods and placing more spend under the management of procurement.
HP publicly detailed its largest suppliers, representing more than 95 percent of HP's procurement expenditures for materials, manufacturing and assembly of HP's products worldwide. Separately, HP announced a pilot program to empower workers and advance women’s health issues among its suppliers.
The release of this list, the first by a major technology company, promotes transparency and progress in raising standards in the IT industry supply chain. This will result in positive operational changes in supplier labour, health and safety, environmental and ethics practices, and will encourage other companies to do more to advance supply chain responsibility.
The list of suppliers includes contract manufacturers, electronic manufacturing services providers, original design manufacturers, and commodity suppliers.
Also Announces Program to Advance Women’s Health Issues Among Its Suppliers
The rapid pace of the global marketplace, coupled with the increasing complexity of the supply chain, creates the perfect storm for manufacturers as they work to improve factory performance and drive customer value. i2 Technologies, Inc. (NASDAQ:ITWO) helps manufacturers overcome business challenges such as shorter product lifecycles, unpredictable supply constraints and customer demand, through improved coordination of manufacturing and streamlined factory and supplier operations.
i2 Total Factory Management offers a comprehensive solution footprint leveraging i2’s deep domain expertise in planning, scheduling, execution and collaboration with manufacturers around the globe. Through a combination of i2 software and services, manufacturers can synchronize material between the factory floor and multi-tiered supply operations, and optimize capacity and labor while reducing inventory and order-to-delivery lead times. Bringing intelligence to the process of material capacity and constraint management, together with the ability to quickly detect problems, perform exception-based management and what-if analysis, can eliminate wasted human effort and mismatched manufacturing processes, driving efficiency on the shop floor.
supplier, feedback, Scorecard, business, Adams, supplier relationships, execution, recommendations, Electronics Distribution, Blogs, management, Personalities, global sourcing, price, sponsor/champion, meetings, utilizes, partnership.
After all, "The customer is always right" as the saying goes.
But to Tom Adams, operations director in the Houston-based Personal Systems Group (PSG) of Hewlett-Packard, getting supplier feedback is not about encouraging complaints.
So, it "just doesn't make sense" to ignore their feedback if they come to HP and make recommendations for doing things better, emphasizes Adams.
In fact, he believes, it is just good business practice not only to listen to suppliers, but to formally and informally encourage them to provide feedback.
One is the High Performance Supplier Scorecard.
Finally, keep the whole process in perspective, remembering that it is designed to continue building stronger supplier relationships.
Johnson Controls and its Intertec Systems joint venture were honored as one of Toyota Motor Engineering and Manufacturing North America, Inc.'s top suppliers during the company's annual business meeting and awards ceremony on March 3. The company received an award for outstanding performance, which means that it has exceeded Toyota's expectations in launch performance, technology, supplier diversity, value improvement and quality.
Honda leaders shared their vision for continuing success at the company's annual supplier conference on March 19 in Columbus, Ohio, saying the path forward is a commitment to applying new technologies and increasing flexibility to build the kinds of fuel-efficient vehicles that customers are seeking today.
Managing People and Projects in a Flat World (Hardcover)
by Rudolf Melik (Author)
No matter how efficient a business is or how desirable its product, if it does not adapt to faster, cheaper, flat-world realities, it will perish. The Rise of the Project Workforce gives you the tools to make sure your business survives and thrives.
New warehouse system from Catalyst already impacting productivity, operational efficiency.
ISM - SV Master Concepts:
Warehouse, integration, management, supply chain, business, design, conveyor systems, material handling equipment, distribution, productivity, customers, success.
ISM - SV Proprietary Summary:
Catalyst, a business unit of CDC Global Services, has announced the go-live of a complete warehouse solution for Applied Biosystems' Hayward, Calif.
The warehouse solution streamlines supply chain processes, integrates systems into a single point of entry for data and gives the organization complete, real-time visibility into Applied Biosystems' entire supply chain.
The warehouse is now managed by SAP release 4.6C warehouse management (WM) and has a range of material handling equipment, including a progressive pick conveyor and an automatic carrier label system, which are fully integrated with SAP WM.
"Catalyst made sure the team was fully trained and ready to bring the system live through a series of exhaustive integration tests, end-user training and a controlled go-live ramp-up.
The National Contract Management Association (NCMA) launches its new Communities of Practice (COPs) at World Congress 2008. COPs will offer expanded learning and networking opportunities for members involved in small business contracting; performance-based service acquisition; task delivery order and schedule contracting; and new professionals.
Supply Chain Management (SCM) Summit -Boston, MA
"Our research shows that supply chains are being driven to transform and evolve due to market realities such as globalization of supply, increasing competitive pressures, and dwindling product life cycles," said Bob Shecterle, VP/Group Director of Research for Supply Chain. "This Summit will provide a forum where supply chain executives across industries can share their transformation experiences and challenges as they learn what Best-in-Class companies can achieve."
During the proceedings Aberdeen will also recognize five Best-in-Class organizations as 2008 Aberdeen Achievement Award Recipients for Best-in-Class supply chain accomplishments in the following categories:
-- Process excellence
-- Executive stewardship
-- Business evolution
-- Innovation in technology
-- Performance excellence
ElectroniCast Consultants, a leading market & technology forecast consultancy addressing the fiber optics communications industry, today announced the release of a new market forecast and analysis of the global market consumption and technology trends of fiber optic fusion splice machines. According to the study results, the global consumption value of fiber optic fusion splice equipment in 2007 was $308 million and is expected to increase to $440 million in 2012. “Automated multiple fiber (ribbon-type) fusion splicers held the leading worldwide market share of fiber optic fusions splice machines brought into action in 2007,” said Stephen Montgomery, the director of the study. As ribbon fiber increases in prevalence throughout the 2007-2012 period, the use for low-performance and automated multiple fiber splicers will increase to over $150 million in 2012.
Telecommunications, in 2007, represented a 53 percent share of worldwide consumption of fiber optic fusion splice equipment. The use of fusion splice equipment in the production (manufacturing) of fiber optic components, devices or products, is forecasted to remain with 15 percent share of global consumption value, over the forecast period (2007-2012). Consumption of fusion splice equipment in cable TV, military/aerospace and various specialty/other communication-oriented applications are also quantified in this report.
Competition, the health of the global economy and attracting and retaining the best talent top the list of threats to business success for senior executives at some of the world’s largest companies, according to a survey released today by Accenture (NYSE: ACN).
According to the findings, executives perceive the top five threats to business success as competition (cited by 73 percent of executives), the health of the global economy and the inability to attract and retain the best talent (67 percent each), company reputation (62 percent) and the inability to develop new products and services (51 percent).
The top 10 predictions presented and analyzed in this study include:
The study's predictions for 2008 include the following:
According to the US Census Bureau, women-owned businesses increased 20 percent between 1997 and 2002 and the amount of revenue they generated increased 15 percent. Microsoft Demonstrates Strong Commitment to Supplier Diversity ...
Vendor relationship management, to enable the efficient administration of upgrades, enhancements, licenses, etc. End user support and training to ensure that all types of information consumers can access advice and guidance to help them ...
Two years ago, a Gartner research report indicated that as many as 20 percent of companies using business intelligence had established related competency centers, with as many as twice that number planning to create them within 12 months.
The development of a highly efficient and deeply integrated global supply chain in recent years has been a great boon to the US economy. However, as a new report from the US-based nonpartisan Reform Institute points out, the acute reliance of many US businesses on the supply chain carries enormous risks that have been largely ignored. Continuing to discount the dangers threatens to bring the economy to a virtual halt in the case of a terrorist attack or natural disaster, says the report.
Supply management professionals from across the country have begun a Web-based master's degree program offered by the University of San Diego and approved by Institute for Supply Management™ (ISM).
Starting in February 2008, the ISM Approved Master of Science in Supply Chain Management (MS-SCM) is available to supply management professionals currently working in the field. The program is offered online and requires 26 months for completion. Online interactions enable professionals to study from anywhere in the world and are supplemented with face-to-face sessions conducted three times a year at the University of San Diego campus.
by Hau L. Lee and Chung-Yee Lee
The rapidly developing new economies in China, India, Hungary, Vietnam, Costa Rica, Mexico, Brazil, etc., are at the crossroads of almost all major supply chains. In fact, these emerging economies are growing faster than the established industrial economies of the world. However, given the physical, social and cultural characteristics of the emerging economies, managing supply chains there could be even more challenging than in developed economies. How can we manage supply chains well in emerging economies, coordinate information flows with multiple partners, tackle challenges such as unexpected disruptions, diversify the risks and increase flexibilities, be efficient but at the same time contribute to the social and environmental developments of these economies, and use supply chain concepts and practices to improve the economic welfare of these countries, such as basic infrastructure developments and disaster relief, are the topics and issues of the
Co-host: Center for Social Innovation
Location: Stanford University
This one-day event will bring together corporate and nonprofit leaders, policymakers, and academics to share insights on how breakthrough supply chain practices can improve business performance. Hear from leaders who are trailblazers in their industries. Learn strategies to create product, process and technology innovations within the supply chain. Make connections beyond your network – across industries, sectors and disciplines.
The Greenpeace study Searching for green electronics is a snapshot of some products available on the market between August and November 2007. The group invited PC and phone manufacturers to provide information about their most environmentally friendly notebooks, desktop PCs, mobile phones, PDAs and game consoles. They then evaluated the products on four criteria: use of toxic chemicals, energy efficiency, recyclability and marketing.
Of the companies approached, 14 replied, providing information on 37 products. Some of those contacted, including Acer, Apple, Asus, Microsoft, Nintendo and Sharp, did not respond, or replied too late. This meant that game consoles did not figure in the final report.
By Ed C. Mercado, CPIM, C.P.M.
Better inventory management translates directly into better cash flow for businesses. However, in order to successfully manage inventory, businesses must strike a balance between customer demand and the amount of inventory they keep.
Hands-On Inventory Management demonstrates principles key to developing an inventory management process, which will meet customer needs while keeping inventory costs at a level reasonable enough to produce a profit.
The text explains basic inventory principles, calculations, and techniques using real-world examples. Different operational situations require different inventory planning and replenishment approaches; hence, this book emphasizes the prerequisites needed for success in a number of different industries. These prerequisites include top management support, a clear definition of responsibilities and alignment of goals throughout the company, as well as uncomplicated item identification.
The author stresses the importance of accurate record keeping and delineates the most common causes of inaccurate records. He provides solutions to mitigate these causes and demonstrates how businesses can develop and administer a cycle counting program that will lead to a more well-managed physical inventory. Using a building-block approach, Hands-On Inventory Management gives a clear view of what steps must be taken to strike a profitable balance between customer demand and inventory.
ISBN-10: 0849383269, Hardcover: 128 pages, Publisher: AUERBACH ©2008
Carlos Niezen, Wulf Weller and Heidi Deringer
supply-management, cost, supply management, suppliers, innovation, procurement, price, cost reductions, industries, practices, partner, design, chemicals, objectives.
ISM Silicon Valley Summary:
A company's purchasing or procurement organization once had a simple enough task: buy what the company needed while spending as little money as possible.
Corporate leaders expect supply managers to ensure an uninterrupted flow of goods and services (often on a just-in-time basis), help improve product quality, reduce cycle time or time-to-market, and increase the rate of innovation.
About 60% of respondents were executives within the procurement function; the rest were either in charge of procurement or had an in-depth understanding of their organizations' practices.
The companies themselves came from a wide range of industries, with roughly half reporting sales greater than $1 billion.
Overall, more than half of the cost reductions these organizations had effected were attributable to supply-management activities.
They create new competition by continually searching for new suppliers and developing alternatives, including "insourcing."
They perform independent analyses of the market and of suppliers' cost structures and returns, simulating the impact of greater volume on per-unit costs.
These measures allow them to transform negotiations by establishing analytically robust target prices in advance.
Leading supply-management organizations also rely on their industry's experience curve to project (and demand) continuing cost reductions year after year.
In key procurement areas such as chemicals, it has moved increasingly toward sole sourcing, with a goal of achieving "producer economics," or better-than-market price, wherever possible.
Brian Slobodow, Omer Abdullah and William C. Babuschak
Ask any executive to describe how their company interacts with others in their supply chain, and it isn't long before words such as "marriage," "partnership" or "relationship" come up. However, if there is one truism at all about relationships today, it is that of constant communication. Yet in some of the most "strategic" supplier relationships, this simple concept is almost never deployed. The literature on supply chain management offers a range of metrics for suppliers, including "hard" metrics such as cost and quality and "soft" metrics such as service and innovation and the need for sophisticated models to evaluate supplier performance. But where is the discussion of holding the buyer company accountable for its end of the bargain? In very few cases do buyers adhere to supply chain metrics for themselves. Nonetheless, buyers have as much influence as suppliers on the success or failure of a supply chain relationship. Some companies are addressing this notion with mechanisms that emphasize dual accountability. Dual accountability requires a fundamental shift in the psychology of buyer-supplier relationships. Not only is tangible accountability demanded from both partners, but suppliers and buyers also must show greater communication, openness and trust.
The article explores the genesis of the dual accountability concept, outlines the benefits — which range from decreased risk to improved reputation to lower total cost — and illustrates how dual accountability can be profitably applied by suppliers and buyers working together. One means of achieving dual accountability is the Two-Way Scorecard, a performance tool that measures supplier and buyer results across a balanced set of categories and, within those categories, tailors metrics for each party. As such, it is a concrete means of embedding cooperation in the supplier-buyer relationship. Experiences with implementation of the Two-Way Scorecard and other methods of dual accountability are discussed for Johnson & Johnson Group of Consumer Companies and other corporations. The article offers keys to implementation of dual accountability and discusses the crucial role of technology.
Brian Slobodow is chief operations officer of Neways Inc. in Springville, Utah. Omer Abdullah is managing director of The Smart Cube Inc., based in Chicago. William C. Babuschak is regional director, external manufacturing, Johnson & Johnson Group of Consumer Companies Inc.
Management, business, supply chain, customers
There have been several occasions in the past week or two where people have mused, in our presence, about the question, "Just what is supply chain management really about?".
It reminds us of how, years ago, we used to explain to people what has happened in business by relating it to how we all should plan what we stock in our kitchens and refrigerators.
There is no longer any excuse for not managing any business every bit as well as the best managed kitchen.
The disappointing fact is that many companies that we visit haven't yet taken advantage of current state-of-the-art in people, processes or tools and got back to the basics as per the kitchen scenario.
1. Plan ahead
2. Be realistic
3. Integrate, communicate, collaborate
5. Improve continuously
Labels: supply chain management
supply chain, demand, capacity, management, plan, planning, planner, inventories, manufacturing.
While Sales & Operations Planning (S&OP) has been around for decades, many organizations still find it challenging to capture and summarize the data necessary to make supply chain decisions. To address this challenge, Supply Chain Consultants (www.supplychain.com), designer and supplier of the Zemeter suite of supply chain management (SCM) software products, announced the introduction of Zemeter S&OP Azimuth™, a software solution for presenting summarized data to conduct S&OP meetings and pre-meetings.
IDS Scheer, the leading provider of Business Process Management (BPM), announced at ARIS ProcessWorld 2008 Americas it has reached a three-year partnership agreement with the Supply-Chain Council (SCC).
Under the agreement, IDS Scheer is providing its ARIS Platform for the SCC to develop and maintain its different reference models and release new versions of the Supply-Chain Operations Reference Model (SCOR), Customer-Chain Operations Reference Model (CCOR) and Design-Chain Operations Reference Model (DCOR) in a multi-user BPM repository.
Enterprise Resource Planning (ERP) is a coordinated approach to information management to improve customer service and productivity, and effectively manage costs and inventories. In today’s highly competitive environment, businesses need effective forecasting, planning and scheduling, and customer service management. They need to hear the “voice of the customer” and design products and services to deliver customer satisfaction. An integrated system of information that treats the functional and different business units of a firm as a cohesive whole would help businesses and organizations alike to improve productivity and quality, and remain competitive.
This book develops a scholarly and practical view of ERP by strategizing ERP. It views the failures of ERP projects primarily from poor implementation strategies and the lack of involvement of people – the most important asset of any organization. It expands the discussion on ERP by exploring how ERP could improve the efficiency of all business processes. It looks specifically into the functions, and relations of ERP to effective Supply Chain Management (SCM), collaborative forecasting and planning, customer relationship management (CRM), product lifecycle management (PLM), e-procurement and e-business operations.
Inbound routing guides can streamline operations, reduce costs, and enhance trading partner relationships. Pete Stiles, vice president of strategy and marketing, LeanLogistics, offers these tips for creating a routing guide that your vendors will comply to.
This book is not as much about reading as it is about seeing and doing! That’s why we call it a kit. Full-color pages show you exactly how your slides will look as you follow the makeover steps, and all presentations in various stages of the makeover are on the accompanying CD.
Each of the eight makeovers has been carefully chosen so it’s relevant to anyone who has ever used PowerPoint. And if you just upgraded to PowerPoint 2007, this book gives you a great introduction to the new version of the program, along with ample experience in using all the new features. There’s no better way of getting up to speed with PowerPoint 2007.
That was among the findings from an in-depth Purchasing reader survey conducted last fall into best practices for strategic sourcing. ...
According to the study:
Engage budget stakeholders deeply in their sourcing processes.
Pursue independent validation of cost savings or other performance improvement claims...
Exercise tight control over teams' and individuals' activities throughout the strategic sourcing process.
Actively manage goal setting and performance to goal for the strategic procurement organization.
The move toward leaner and greener supply chains have companies focused on further reducing waste and lowering excess inventory and creating more eco-friendly operations.
This is escalated by the number of green-conscious consumers, as recently reported by Forrester Research indicating that 12 percent of U.S. adults - nearly 25 million people - are willing to pay extra for consumer electronics that save energy or come from a company that is environmentally responsible.
As companies examine ways to streamline operations, tools that can help lower excess inventory, determine the optimal "right-shoring" plan and reduce fuel and logistics costs while lowering overall carbon emissions are in high demand.
Lower-Impact Manufacturing No longer are companies narrowly focused on maximizing the utilization of their factories, but rather on creating inventory based on consumer demand.
Exostar, supply chain, migration, customers, production, capabilities, supply chain platform, community, management, Boeing, solution provider, production data, success, technology, suppliers, integration, enables, planning.
After 18 months of planning, testing and preparations, aerospace and defense (A&D) industry solution provider Exostar has migrated its global customer community off of its legacy "Supply Pass" system to its new Supply Chain Platform (SCP), the company has announced.
The migration affected more than 30,000 companies and 45,000 users worldwide.
Completed in October, this migration now enables the extended Exostar community to leverage the broad capabilities of the Supply Chain Platform, powered by software from E2open, Exostar said.
With the Supply Chain Platform in production, Exostar said its customers now have access to a hosted solution that enables visibility of operations and supply chain performance throughout multiple partner tiers.
Organizations can achieve the necessary level of process integration to eliminate potential shortages, reduce obsolete inventory, track deliveries, proactively evaluate exceptions and automatically trigger replenishment cycles, the solution provider said.
While Exostar developed the legacy CommerceOne-based technology ("Supply Pass") to handle basic procurement transactions, it lacked the robust supply chain enablement capabilities necessary to meet customer's increasingly sophisticated requirements.
The successful migration of customers and data to the new Supply Chain Platform provides the Exostar community significantly improved capabilities delivered through a software-as-a-service (SaaS) model within Exostar's secure workspace, according to the solution provider.
"Exostar is an important production system for Boeing, our partners and suppliers," said Ron Shelley, Boeing vice president of supplier management for integrated defense systems and global sourcing.
"Boeing is pleased that the Exostar team could guide customers and users through this complex system migration so smoothly."Two-year Effort The two-year effort included a carefully orchestrated migration of production data and users over the course of four months from July to October.
EDI, partners, supply chain, business, globalization, suppliers, CPG manufacturers, factories, outsourcing, retail, sourcing, in-house, shipping, production, trading partners, remote factories, sourcing companies, ASNs.
The globalization of consumer packaged goods (CPG) businesses makes relying on in-house electronic data interchange (EDI) systems impractical.
Suppliers are outsourcing most functions to third-party logistics providers (3PLs), sourcing companies, expeditors and freight forwarders who require immediate access to EDI data to manufacture and ship items correctly to their retail customers.
However, reaching these partners via EDI has proved to be too cumbersome and expensive for most.
In comparison to industrialized nations, many are still in the dark ages when it comes to technology and the resources now available to help streamline trading partner communications.
Today, however, CPG manufacturers are breaking free from the in-house EDI model, empowering business partners and optimizing processes across the retail supply chain.EDI Challenges of International Sourcing During the 1980s and 1990s, suppliers invested in in-house EDI systems.
Leveraging Natural Groups to Build a Thriving Organization
Every company, indeed every organization, is a tribe, or if it's large enough, a network of tribes—groups of 20 to 150 people in which everyone knows everyone else, or at least knows of everyone else. Tribes are more powerful than teams, companies, or even CEOs, and yet their key leverage points have not been mapped—until now. In Tribal Leadership, Dave Logan, John King, and Halee Fischer-Wright show leaders how to assess their organization's tribal culture on a scale from one to five and then implement specific tools to elevate the stage to the next. The result is unprecedented success.
In a rigorous eight-year study of approximately 24,000 people in over two dozen corporations, Logan, King, and Fischer-Wright refine and define a common theme: the success of a company depends on its tribes, the strength of its tribes is determined by the tribal culture, and a thriving corporate culture can be established by an effective tribal leader. Tribal Leadership will show leaders how to employ their companies' tribes to maximize productivity and profit: the authors' research, backed up with interviews ranging from Brian France (CEO of NASCAR) to "Dilbert" creator Scott Adams, shows that over three quarters of the organizations they've studied have tribal cultures that are merely adequate, no better than the third of five tribal stages.
Leaders, managers, and organizations that fail to understand, motivate, and grow their tribes will find it impossible to succeed in an increasingly fragmented world of business. The often counterintuitive findings of Tribal Leadership will help leaders at today's major corporations, small businesses, and nonprofits learn how to take the people in their organization from adequate to outstanding, to discover the secrets that have led the highest-level tribes (like the team at Apple that designed the iPod) to remarkable heights, and to find new ways to succeed where others have failed.
During 2007 the public became aware of the problems and dangers of an unethical supply chain. A series of highly publicized problems with unsafe cars, toys, food, medicine and other products highlighted the risks to consumers and to the companies that depend on extensive supply chains of subcontractors.
An Integrity Interactive Q4 2007 survey of 108 Global 2000 companies showed that many corporate ethics, compliance programs and controls do not extend to their global supply chains. The survey found that 78 percent of companies do not include suppliers in their company code of conduct and nearly 58 percent were not sure if their company regularly assessed ethics risks in the supply chain, the network of companies that collaborates to deliver a product or service to customers.
Complete RFID analysis and forecasts 2008-2018
By Raghu Das and Dr Peter Harrop
This report is the summation of extensive new research in late 2007 and early 2008 including interviews with RFID adopters and solution providers in the various applicational RFID markets, giving an unprecedented level of insight into the total RFID industry and what is really happening.
Best Supply Chain Solution
- Agistix Logistics Management Automation, Agistix, Inc.
- eConnect, Flashecom Inc.
- Supplier Self Service, OutSystems
- SciQuest Spend Director, SciQuest, Inc.
- Symphony Metreo FS&OP Manager™, Symphony Metreo, Inc.
Best Software as a Service Solution
- www.ravecrm.com, Entellium, Inc.
- NetDocuments from LexisNexis, LexisNexis Group
- Omniture SiteCatalyst 13.5, Omniture, Inc.
- Rally, Rally Software
- Salesforce CRM, Salesforce.com
Best Project Management Solution
- www.attask.com, AtTask, Inc.
- Daptiv PPM, Daptiv
- Innotas Project Portfolio Management, Innotas
- QuickArrow PSA, QuickArrow
- DevPlan, TechExcel, Inc.
Presented jointly by The Supply Chain Management Research Center, a research unit of the Sam M. Walton College of Business at the University of Arkansas, and the Ozark Roundtable of the Council of Supply Chain Management Professionals With Facility Host Transplace: Wednesday, April 23, 2008 from 8:00 am-3:15 pm at the Embassy Suites Hotel in Rogers, Arkansas.
In an effort to save industry professionals’ valuable time and resources, the American Society of Transportation & Logistics (AST&L) announced a partnership with APICS The Association for Operations Management. The agreement grants Certified Supply Chain Professionals (CSCP) and professionals or fellows who are Certified in Production and Inventory Management (CPIM/CFPIM) waivers for two of the six modules needed to obtain the AST&L’s Certification in Transportation and Logistics (CTL).
SAVVIS Inc., a global leader in IT infrastructure services for business and government applications, announced an agreement to provide fully managed and virtualized IT infrastructure including network, hosting, compute and managed security to Perfect Commerce, the largest provider of on-demand spend management solutions. Perfect Commerce is migrating to a software-as-a-service (SaaS) delivery model and selected SAVVIS IT infrastructure to support it.
In the second in her series on improving SCM, Leslie Kossoff looks at the main components: technology, logistics and transportation Supply chains are inescapable. You have one in your own business, and you're part of one in someone else's - either as a customer or a supplier. The question and challenge is how you fully manage your part in that process and by what means.
Integrity Interactive(R) Corp. (www.integrity-interactive.com), a company that helps leading global corporations manage and reduce the risk of compliance failures, today announced the formation of the Supplier Ethics Management (SEM) Charter Group. The SEM Charter Group is a working coalition of global branded companies combining their expertise to help develop specific practices and technologies that will ensure the integrity of products built and delivered through extended global supply chains.
It’s hard to put an exact date on when the term supply chain management officially entered the business vernacular. But it’s safe to say that Tony Friscia was there when it happened. And more than that, he was an early influencer in the adoption process.
This interview with the founder of AMR Research touches on the evolution of the concept of supply chain management, and what the future of the field holds.
Representatives of standards making bodies, corporate officials and educators from around the world will meet Feb. 21-22, 2008, at the "Global Perspectives and Strategies for Education about Standardization" workshop at the National Institute of Standards and Technology (NIST) in Gaithersburg, Md. Participants will discuss ways educate the next generation of business leaders on the importance of standards to commerce, technology commercialization and innovation.
The press abounds with stories of supply problems affecting many industries. No longer a transactional activity, supply management is about creating a supply management organization that delivers reliable sources of supply and competitive advantage.
Institute for Supply Management™ (ISM) yesterday announced the debut of its e-publication, eSide Supply Management: Essential Principles for Professional Growth. The online e-magazine is ISM's newest member benefit. Written with entry- and mid-level supply management professionals in mind, eSide Supply Management offers career advice, research survey results, international business tips, social responsibility and sustainability articles and more.
EC Sourcing Group, Inc. recently announced the launching of their new customer-centric website at www.ecsourcing.com. “We have enjoyed spectacular growth over the last year and wanted to get the message out that there is a practical solution to strategic sourcing that reflects day-to-day sourcing realities, generates a rapid ROI and is easy to use,” Ronald Emma, co-founder of EC Sourcing Group announced.
JDSU announced that it is holding a webinar entitled "Lean Business Practices: An Industry Imperative," on Wednesday, February 13, 2008 at 8:30 A.M. Pacific time. The webinar will be hosted by Julie Biberstein, senior director of Operations for the Optical Communications business segment at JDSU.
Accenture: Few business functions play a more critical role across the entire global organization than procurement. And for a select group of leading companies, procurement has become a strategic, proactive organization that contributes to profitability, growth and competitive advantage.
IBM Institute for Business Value Study: Effective supply chains are agile, with the capability to quickly respond to shifts in supply, production and demand. As well, they can enable companies to move rapidly into emerging markets, while simultaneously allowing them to take advantage of global sources of supply, production, distribution and talent. This flexibility and responsiveness, in turn, can fuel sustainable growth. Companies can facilitate the creation of agile supply chains by establishing a blueprint that enables visibility of all aspects of their globally integrated supply chains. IBM believes service-oriented architecture can provide the foundation for that blueprint.
Corporate executives and experts from the Krannert School of Management will discuss a broad range of issues surrounding managing operational risks in the global supply chain as part of a Feb. 15 conference at Purdue Memorial Union.
CDP's Supply Chain Leadership Collaboration (SCLC) was launched in October 2007, and brings together sector leaders wishing to work through the CDP system to measure and subsequently manage emissions through the supply chain.
This is the first opportunity for companies to work through a unified methodology to measure their supply chain emissions using data collected directly from suppliers. This is a key step in managing any corporation's carbon footprint.
The SCLC uses the gold standard CDP questionnaire, with an additional section focusing specifically on supply chain. This questionnaire is sent out to suppliers on behalf of SCLC members, to elicit information on carbon emissions, climate strategy and associated risks and opportunities.
There is growing recognition that rising energy prices are increasing production costs worldwide. CDP is delighted to extend our proven system for increasing efficiency into corporate supply chains. Energy efficiency improvements feed straight to the bottom line. And cutting greenhouse gas emissions is emerging as the number one priority for leading businesses worldwide.
Stanford Graduate School of Business: Strategies and Leadership in Supply Chains focuses on the innovative ways in which organizations can leverage the supply chain to create and capture the most value.
2008 Dates: August 17 - 22
Application Deadline: July 1, 2008, Program Tuition: $8,700 USD
ISM-Silicon Valley Summary:
- A combination of businesses' newfound admiration for how supply chain systems can provide a competitive differentiator and a realization that now is a good time to rip and replace 1990s-era equipment will create an increased wave of supply chain spending, according to a recent AMR Research report.
- When compared with 2006 data, "twice as many companies say they will increase spending on supply chain technologies, projecting to grow their budgets by nearly 12 percent for 2008," stated "The Supply Chain Management Spending Report, 2007-2008," written by AMR analysts John Fontanella and Eric Klein.
- "Companies recognize their supply chains offer both the opportunity to be more efficient and, with superior customer service, directly affect top-line growth," they write.
- Lastly, the analysts say that the domination of the supply chain market by large ERP vendors will not be as overwhelming for best-of-breed vendors.
The Silicon Valley affiliate of The Institute for Supply Management (ISM), today announced the January 2008 launch of its completely new Certificate program in Procurement and Supply Management. The program is designed for both practitioners needing formal training for professional certification and those interested in learning the fundamental topics related to procurement and supply management operations. The extensively qualified instructional team is drawn from successful and widely experienced professionals in this field who are also seasoned educators.
The Basic Certificate program provides 72 hours of evening classroom training of nine hours per course that can be taken over a six to eight month period. An Advanced Certificate is available upon completion of an additional 32 hours of electives. Continuing Education Hours (CEH) credit is available for this program through the Professional Development division of California State University, San Jose.
The program is competitively priced and includes key topics such as The Legal Aspects of Procurement Contracting, Supplier Selection and Relationship Management, Business Negotiations, Materials and Inventory Management, Logistics, Cost/Price Analysis and Project Management.
For additional information: Link
This fourth volume in the series offers expert guidance on the supply chain and delivery cycle of the project, as well as the technology management issues that are involved such as modeling, design, and verification.
Technology within the context of the management of projects involves not so much actually doing the "technical" elements of the project as managing the processes and practices by which projects are transformed from concepts into actual entities—and doing this effectively within the time, cost, strategic, and other constraints on the project.
The contributors to this volume, among the most recognized international leaders in the field, guide you through the key life-cycle issues that define the project, ensure its viability, manage requirements, and track changes—highlighting the key steps along the way in transforming and realizing the technical definition of the project.
To assess corporate sustainability practices, A.T. Kearney and the Institute for Supply Management (ISM) surveyed a diverse group of Fortune 100 firms across several industries—including consumer goods, pharmaceuticals, electronics, and airlines—with revenues from $1 billion to $70 billion.
New research jointly sponsored by CAPS Research, A.T. Kearney and ISM indicates that supply managers are concerned about a variety of forces that will impact company and supply management strategies. Foremost among these concerns is the impact of China, India, and other large, developing countries on the competitive landscape. The impact is expected to be felt on both the demand and supply side, and will create opportunities as well as challenges. In response to these forces, companies will shift their business models, adopt different strategies, pursue new revenue streams, further squeeze costs, make their asset base as lean as possible, and reshape their capital structures. Overall, the mission and role of supply management will be changed in a variety of ways. Based on an analysis of the survey data, focus sessions, and one-on-one interviews, the research team concluded there are seven main families of strategies that will have the greatest impact on supply management success in the future:
To review the CAPS Research Focus Study, "Succeeding in a Dynamic World: Supply Management in the Decade Ahead", click on the following link: http://www.capsresearch.org/publications/pdfs-protected/carterp2007.pdf
RFID, Cellular and Satellite Communications for Supply Chain Management and National Security
This report examines the various technologies, including RFID, OCR, cellular and satellite, used to develop solutions for this market. In light of recent major developments in the standards arena, it explains the roles being played by various government organizations, industry groups and individual companies, and presents a thorough exploration of the relevant issues and the various players who have carved out a stake in this developing market.
Summary by www.ismsv.org
- Starting from a base of more than $3.8 billion in revenue in 2007, worldwide RFID markets are expected to reach $8.4 billion in 2012, according to a new study from ABI Research.
- "Given the recent amount of activity and anticipation surrounding RFID technology, one might be tempted to believe the RFID market has been experiencing explosive growth," says research director Michael Liard.
- "But while uptake of full-scale RFID systems remains slower than many in the industry had hoped, steady growth continues.
- While few large RFID implementations have been announced, extensive pilot programs and closed-loop deployments are demonstrating the value propositions and cost justification for RFID.
Summary by www.ismsv.org
Two professors who study online reverse auctions (in which buyers solicit bids and award their business to the low bidder) have devised a mathematical model that can assess whether a bid truly represents a seller's best price.
Described in a working paper by Sandy Jap, professor at Emory University's Goizueta Business School, and Prasad Naik, professor at the University of California Davis Graduate School of Management, the model --- dubbed BidAnalyzer --- aims to infer a supplier's optimal bid; that is, the lowest price the supplier can offer while still making a profit.
"If it worked, it would be valuable," says Jim Haining, contracts manager at the University Medical Center of Southern Nevada, in part because suppliers often "game" E auctions by basing their prices on competitors' bids rather than their own cost structures.
The Aberdeen Group reports on the best practices in spend analysis after evaluating 700 enterprises. In Aberdeen 's "Spend Analysis: Working Too Hard for the Money", research indicates that spend analysis delivers value. ...
Summary by www.ismsv.org :
Companies are facing higher than expected costs of materials and labor, a declining U.S. dollar and rising fuel prices, while some are experiencing the persistent quality issues that we continue to read about in today's headlines.
Not only must executives be concerned with the quality and reputation of their own products and brand, but now there are risks of being associated with a larger brand --- "Made in China ".
International sourcing and procurement can have high rewards, but those rewards bring additional high risks.Advantages of Global Sourcing Many companies are still making procurement decisions based primarily on unit cost.
The global explosion of connective technologies, well-educated workers and capital has made it possible to, almost literally, have the entire world compete for the opportunity to sell to your business.
Five Critical Questions
So how can procurement, supply chain and operations executives help their companies reap the rewards and mitigate the risks of global sourcing?
1. What are the specific parameters and assumptions of this transaction that make this a good business decision?
2. What are the macro-economic and geopolitical assumptions that could impact this decision through the lifecycle of the program?
3. How do we monitor all of these assumptions for changes?
4. What are the alternative sources? And if there are none right now are we actively trying to develop alternatives?
5. What is our exit strategy?
Supply Chain Risk: What supply chain interruptions can be expected for this trade lane?
Summary by www.ismsv.org :
- Supply Chain Digest announced the scheduled launch of a new hardcopy newsletter geared specifically to the information needs of senior executives in supply chain management and logistics.
- CSCO Insights will be presented in a focused newsletter format, and be written specifically for the needs of Supply Chain and Business Executives.
- Gene Tyndall, one of the industry's most recognized global authorities on Supply Chain Management, will serve as Editor of the new publication.
- "There are many good information resources in the market, but we believe there is a clear opportunity and need to provide senior supply chain leaders with a focused and concise publication that addresses their unique concerns and information needs from an executive perspective," said Tyndall.
Summary by www.ismsv.org :
- The New York Times has a great piece on corporate America's efforts to green their supply chains, part of a special section titled Business of Green.
- Now [corporations] are looking at their supply chain as the next frontier for combating climate change.
- "Carbon footprint is absolutely new territory," said W. Drew Schramm, a senior vice president at the furnishings company Herman Miller and a member of the committee on social responsibility at the Institute for Supply, a trade group.
- "We're not sure how we'll measure it, we're not sure how we'll deal with it, but we've told our suppliers, 'Get ready, because we're going to ask you a lot of questions.'
- "If you are going to design carbon out of a product, you have to understand every place in the life cycle that carbon comes in," said Betsy Blaisdell, manager of environmental stewardship at Timberland.
- "If you're going to make a real difference, you have to let go of your corporate ego," said Bonnie Nixon Gardiner, the global supply chain manager for social and environmental responsibility at Hewlett-Packard, which buys 53 billion dollars worth of products each year.
- "Many of us are operating in the same regions, with the same suppliers, even in the same factories, so our voice together is going to be much more powerful."
- Tracking our products as they flow downstream was a good start, but now we must turn our attention and look upstream as well.
Summary by www.ismsv.org :
- The forces of globalization are fundamentally changing the way that companies operate and compete, offering both business opportunities and challenges.
- The quest for lower-cost sources of supply and the promise of new markets are driving organizations of all sizes --- from large, Fortune 50 enterprises to small Midwest manufacturers --- to venture into the global economy.
- Even as companies seek to sell, compete and secure supply in far-reaching corners of the world, they also must contend with challenges inherent to the global supply chain.
- Supply uncertainty is forcing a greater emphasis on supply chain risk management as a discipline.
- To understand how procurement and contract management executives are rising to the challenges posed by globalization, Supply & Demand Chain Executive recently surveyed its readership on best practices for global supply and contract management.
- This report will discuss the findings of the supply management side of the survey, with a subsequent report planned to focus on the contract management side.