tag:blogger.com,1999:blog-92814152011-12-14T18:57:37.711-08:00Institute for Supply Management is the oldest and largest supply management institute in the world, with more than 40,000 members in 80+ countries around the globe. It specializes in education and research for Supply Chain, Materials, Logistics. In short, everything that encompasses the entire supply chain. As a member of ISM, you'll save money on virtually everything ISM offers and have unlimited access to its extensive Web site — at both the national and local level.Supply Knowledgenoreply@blogger.comBlogger3201100tag:blogger.com,1999:blog-9281415.post-48389128419552917562008-05-23T16:36:00.001-07:002008-05-23T16:38:22.828-07:00<p>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. </p><p>"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." </p><p>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 <a href="http://www.crn.com/encyclopedia/defineterm.jhtml?term=platform&amp;x=&amp;y=">platform</a> for businesses, as clients have been increasingly vocal about transparency and <a href="http://www.crn.com/encyclopedia/defineterm.jhtml?term=accountability&amp;x=&amp;y=">accountability</a> issues from organizations they do business with. </p><p>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. </p><p><strong><a href="http://www-03.ibm.com/press/us/en/pressrelease/24296.wss" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4838912841955291756?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-43989085314624538542008-05-14T15:00:00.001-07:002008-05-14T15:02:59.498-07:00<p><strong><span style="color:#0000ff;"><em>Insight Enterprises, Inc. Wins IBM Beacon Award for Outstanding Complementary Services Growth with IBM Global Services</em></span></strong></p><p><b>Insight Enterprises, Inc. (“Insight” or the “Company”) (NASDAQ: NSIT)</b>, 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 <strong><em>IBM Beacon Awards</em></strong> competition, honoring IBM Business Partners for their ingenuity, innovation, customer satisfaction and outstanding achievements in providing business solutions. </p><p>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. </p><p>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.”</p><p>"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 <strong>Ravi Marwaha</strong>, 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.”</p><p>“We are honored to be recognized by IBM and thankful to the Wine Institute for referring us for this award,” said <strong>Steve Kedzior</strong>, 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.”</p><p><b>About IBM Beacon Awards</b></p><p>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 <a href="http://www-1.ibm.com/partnerworld/pwhome.nsf/weblook/2008_awards.html">http://www-1.ibm.com/partnerworld/pwhome.nsf/weblook/2008_awards.html</a>. </p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4398908531462453854?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-79388565710469780132008-05-14T14:53:00.001-07:002008-05-14T15:02:10.084-07:00<p><a href="http://www.procurestaff.com/">ProcureStaff</a>, 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 <a href="http://www.procurestaff.com/solutions/technology/">Vendor Management System (VMS</a>) software, delivering dramatic improvements in efficiency and cost savings in the procurement of contract and project based staff. </p><p>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. </p><p>Recognized for achieving up to <a href="http://www.procurestaff.com/solutions/msp/billing/">99.996% billing accuracy</a> 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 <a href="http://www.procurestaff.com/suppliers/">suppliers</a> and customers together by improving, processes, delivery times and eliminating excess overhead. </p><p>“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.”</p><p>ProcureStaff, Ltd. web site at <a href="http://www.procurestaff.com/">www.procurestaff.com</a>.</p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-7938856571046978013?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-68091588510926512022008-04-30T22:41:00.001-07:002008-05-14T15:01:37.774-07:00<p>Sales and Operations Planning (S&amp;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&amp;OP leaders are starting to push traditional S&amp;OP processes to new levels.</p><p><a href="http://www.scdigest.com/assets/On_Target/08-04-30-1.php?cid=1646" target="_blank">Link</a></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-6809158851092651202?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-79468460530197822492008-04-30T22:36:00.001-07:002008-04-30T22:36:56.806-07:00<p><em>Talent management</em> 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. </p><p>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. </p><p><a href="http://www.talentondemand.org/toda.pdf" target="_blank">Link #1</a> <a href="http://www.talentondemand.org/index.php" target="_blank">Link #2</a> <a href="http://www.talentondemand.org/index.php" target="_blank">Link #3</a></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-7946846053019782249?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-75665117880642308832008-04-30T22:16:00.000-07:002008-04-30T22:21:48.397-07:00<p>A <strong>Kroll </strong>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.</p><p><strong><a href="http://www.cio.com/article/344613/Fraud_and_Theft_Risks_in_Global_Supply_Chains_Are_Everywhere" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-7566511788064230883?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-49173273878821336792008-04-30T20:37:00.001-07:002008-04-30T20:38:53.350-07:00<p>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.</p><p><strong><a href="http://www.ismsv.org/library/MBE_Mastering_Supply_Chain.pdf" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4917327387882133679?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-60317161566418764372008-04-30T20:27:00.001-07:002008-04-30T20:30:33.292-07:00<p>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.</p><p><a href="http://www.gsa.gov/Portal/gsa/ep/channelView.do?pageTypeId=8203&amp;channelId=-15943" target="_blank">Link</a></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-6031716156641876437?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-24309647275278525662008-04-30T20:25:00.001-07:002008-04-30T20:29:48.902-07:00<p>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.</p><p>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.</p><p>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).</p><p><strong><a href="http://www.sba.gov/services/contractingopportunities/sizestandardstopics/naics/index.html" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-2430964727527852566?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-57478692314898345972008-04-28T19:33:00.000-07:002008-04-28T19:48:18.388-07:00<p>AMR Research today announced the final agenda for its <strong><em>Supply Chain Executive Conference</em></strong>,<em><strong><span style="color:#000080;"> "Globalization Comes Home,"</span></strong></em> 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.</p><p>Executives scheduled to present at the conference include: </p><p><strong><span style="color:#ff0000;">-- Angel Mendez, SVP of Global Supply Chain Management, Cisco </span></strong></p><p><strong><span style="color:#ff0000;">-- Jim Varilek, VP of Supply Chain, Dow Chemical </span></strong></p><p><strong><span style="color:#ff0000;">-- Simon Osborn, VP of Logistics, 7-Eleven </span></strong></p><p><strong><span style="color:#ff0000;">-- Jim Liefer, VP Supply Chain Logistics, Walmart.com </span></strong></p><p><strong><span style="color:#ff0000;">-- Jake Barr, Director, Manufacturing, Planning and Logistics, P&amp;G </span></strong></p><p><strong><span style="color:#ff0000;">-- Robert Salerno, VP World-Wide Supply Chain Operations Excellence, Johnson &amp; Johnson<br /></span></strong></p><p>The final day of the conference will offer tactical tools for practitioners in a series of classroom-style sessions, including:</p><p><strong><em><span style="color:#ff00ff;">-- Next-Generation Demand-Driven Manufacturing Strategy -- Benchmarking Your Own Supply Chain -- The Integration Between Operations Excellence and Innovation Excellence</span></em></strong> </p><p><a href="http://www.amrresearch.com/Events/conferences/supplychainexec2008/default.asp" target="_blank">Link</a></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-5747869231489834597?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-46393163411978419842008-04-28T19:23:00.000-07:002008-04-28T19:49:04.606-07:00<p>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.<strong> </strong></p><p><strong>Aberdeen</strong> 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.</p><p><a href="http://www.aberdeen.com/summary/report/sector_insights/5097-SI-supplier-enablement-enterprise.asp?rss=y" target="_blank"><strong>Link</strong></a></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4639316341197841984?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-53392911106999875882008-04-28T19:20:00.000-07:002008-04-28T19:49:39.314-07:00<p>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.</p><p><br />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.</p><p><br />The list of suppliers includes contract manufacturers, electronic manufacturing services providers, original design manufacturers, and commodity suppliers.</p><p><strong><em>Also Announces Program to Advance Women’s Health Issues Among Its Suppliers</em></strong></p><p><a href="http://h41131.www4.hp.com/uk/en/citizenship/Supply-chain-HER-0408.html" target="_blank"><strong>Link</strong></a></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-5339291110699987588?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-43208122409581077952008-04-28T19:11:00.001-07:002008-04-28T19:50:08.132-07:00<p>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. </p><p><br />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.</p><p><strong><a href="http://www.i2.com/news/releases/view.cfm?id=94C9F6D5-E388-9CF7-BAACD052741C53FF" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4320812240958107795?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-26789943856923572142008-04-13T18:38:00.001-07:002008-04-13T18:40:08.359-07:00<p><b>Concepts:</b></p><p>supplier, feedback, Scorecard, business, Adams, supplier relationships, execution, recommendations, Electronics Distribution, Blogs, management, Personalities, global sourcing, price, sponsor/champion, meetings, utilizes, partnership. </p><p><b>Summary:</b></p><p>After all, "The customer is always right" as the saying goes.</p><p><br />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.</p><p><br />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.</p><p><br />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.<br />One is the High Performance Supplier Scorecard.</p><p><br />Finally, keep the whole process in perspective, remembering that it is designed to continue building stronger supplier relationships.</p><p><strong><a href="http://www.purchasing.com/article/CA6547444.html?industryid=48372" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-2678994385692357214?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-90443866628912450242008-04-05T19:30:00.001-07:002008-04-05T19:32:41.486-07:00<p>M.I.T.’s Center for Transportation and Logistics, a multi-year multi-million dollar project called Supply Chain 2020 (SC2020).</p><p><strong><a href="http://www.worldtrademag.com/CDA/Articles/Feature_Article/29f2f39ea844c010VgnVCM100000f932a8c0" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-9044386662891245024?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-11985490499222958312008-04-01T19:04:00.001-07:002008-04-01T19:05:42.162-07:00<p>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.</p><p><strong><a href="http://www.search-autoparts.com/searchautoparts/Web+Exclusive/Johnson-Controls-recognized-by-Toyota-for-outstand/ArticleStandard/Article/detail/503322?contextCategoryId=41884&amp;ref=25" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-1198549049922295831?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-42429796013759441602008-04-01T18:26:00.001-07:002008-04-01T18:27:16.217-07:00<p>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.</p><p><strong><a href="http://www.reliableplant.com/article.asp?pagetitle=Honda%20tells%20suppliers:%20Commit%20to%20technology,%20flexibility&amp;articleid=11086" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4242979601375944160?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-73240073160137558032008-04-01T18:14:00.001-07:002008-04-01T18:15:05.504-07:00<p><b><span style="color:#0000ff;">Managing People and Projects in a Flat World</span> (Hardcover)</b><br />by <a href="http://www.amazon.com/exec/obidos/search-handle-url?%5Fencoding=UTF8&amp;search-type=ss&amp;index=books&amp;field-author=Rudolf%20Melik">Rudolf Melik</a> (Author)</p><p>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. <i>The Rise of the Project Workforce</i> gives you the tools to make sure your business survives and thrives.</p><p><a href="http://www.amazon.com/exec/obidos/ASIN/047012430X/supplyknowled-20" target="_blank">Link</a></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-7324007316013755803?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-32377885949836037442008-04-01T18:07:00.001-07:002008-04-01T18:08:11.817-07:00<p>...most supply chains are hardly even chains. They’re more like collaborative, interactive networks, with events and participants at every point affecting decisions and activities made at every other point.</p><p><strong><a href="http://www.logisticsmgmt.com/TalkBack/Comments?talk_back_header_id=6508270&amp;articleid=ca6530451&amp;article_id=6530451" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-3237788594983603744?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-84949511424679315602008-04-01T17:43:00.000-07:002008-04-01T17:46:52.810-07:00<p>Success in today’’s business environment is increasingly dependant on the development of more innovative and holistic sourcing strategies which attend to all the business’’s needs - both in the short and long term.</p><p><strong><a href="http://www.thevideosense.net/2008/multisourcing-a-blueprint-for-successful-it-sourcing.html" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-8494951142467931560?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-3368366546841396912008-04-01T17:40:00.000-07:002008-04-01T17:48:03.614-07:00<p>In the modern supply chain, planning for sourcing issues and automated purchasing puts manufacturers on better terms when it comes to real-time inventory management.</p><p><strong><a href="http://blog.globalshopsolutions.com/inventory-optimization-and-the-supply-chain" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-336836654684139691?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-51727589415041317202008-03-27T22:01:00.001-07:002008-04-01T17:48:27.189-07:00<p>New warehouse system from Catalyst already impacting productivity, operational efficiency.</p><p><strong><span style="color:#ff0000;">ISM - SV Master Concepts:</span></strong></p><p>Warehouse, integration, management, supply chain, business, design, conveyor systems, material handling equipment, distribution, productivity, customers, success. </p><p><strong><span style="color:#ff0000;">ISM - SV Proprietary Summary:</span> </strong></p><p>Catalyst, a business unit of CDC Global Services, has announced the go-live of a complete warehouse solution for Applied Biosystems' Hayward, Calif.</p><p><br />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.</p><p><br />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.</p><p><br />"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.</p><p> </p><p><a href="http://www.sdcexec.com/online/printer.jsp?id=10321" target="_blank">Link</a></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-5172758941504131720?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-1800791063908225592008-03-27T21:51:00.000-07:002008-04-01T17:48:51.866-07:00<p><strong>The National Contract Management Association</strong> (NCMA) launches its new Communities of Practice (COPs) at<strong> World Congress 2008.</strong> 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.</p><p><a href="http://www.ncmahq.org/communities/" target="_blank">Link</a></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-180079106390822559?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-82446574968074191012008-03-27T21:36:00.000-07:002008-03-27T21:46:05.696-07:00<p><strong><span style="color:#0000ff;">Supply Chain Management (SCM) Summit</span></strong> -Boston, MA</p><p>"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." </p><p>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: </p><pre><span style="color:#ff0000;">-- Process excellence<br />-- Executive stewardship<br />-- Business evolution<br />-- Innovation in technology<br />-- Performance excellence</span></pre><br /><br /><p><a href="http://www.aberdeen.com/events/live/gsc08/default.asp" target="_blank">Link</a></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-8244657496807419101?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-60083584101945057572008-03-24T20:03:00.001-07:002008-03-24T20:05:06.084-07:00<p><strong>ElectroniCast Consultants</strong>, a leading market &amp; 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.<b> </b></p><p><b></b></p><p><strong>Telecommunications</strong>, 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.</p><p><strong><a href="http://www.electronicastconsultants.com/files/4011.NEWS_20RELEASE.Feb._202008_1_.doc" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-6008358410194505757?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-30362491094830252532008-03-24T11:18:00.001-07:002008-03-24T11:19:17.461-07:00<p>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). </p><p>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).</p><p><strong><a href="http://newsroom.accenture.com/article_display.cfm?article_id=4637" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-3036249109483025253?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-90550572425731254122008-03-24T10:55:00.001-07:002008-03-24T10:56:55.057-07:00<p><strong>The top 10 predictions presented and analyzed in this study include:</strong></p><ul><li><strong><span style="color:#008080;">Large manufacturing firms will move toward a globally integrated business model; </span></strong></li><li><strong><span style="color:#008080;">IT organizations will accelerate spending on collaborative decision environments and incubate multi-enterprise business networks; </span></strong></li><li><strong><span style="color:#008080;">IT spending in the supply chain area will focus on fulfillment execution; </span></strong></li><li><strong><span style="color:#008080;">Product management software investments will be geared to integrating processes, not automating tasks; </span></strong></li><li><strong><span style="color:#008080;">Manufacturing firms will tackle the challenges of aging/emerging workforces with investment in organic knowledge management and; </span></strong></li><li><strong><span style="color:#008080;">Machine to Machine (M2M) technology will emerge as a key enabler to enhanced service delivery.</span></strong></li></ul><p><strong><span style="color:#008080;"><a href="http://www.manufacturing-insights.com/MI/getdoc.jsp?containerId=prUS21024508&amp;pageType=PRINTFRIENDLY" target="_blank">Link</a></span></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-9055057242573125412?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-10815756849757463722008-03-24T10:51:00.001-07:002008-03-24T10:57:30.490-07:00<p>The study's <strong>predictions for 2008</strong> include the following:</p><ul><li><a name="_Toc189286710"></a><a name="_Toc189293246"></a><a name="_Toc189312636"></a><a name="_Toc189317294"></a><a name="_Toc189367235"></a><a name="_Toc189367606"></a><a name="_Toc189990347"><strong><span style="color:#0080c0;">Prediction #2: Agility: Getting More Responsive Through Collaboration</span></strong></a></li><li><strong><span style="color:#0080c0;">Prediction #6: Green Supply Chain Initiatives Will Move From Compliance Mandates to Business Value Creation </span></strong></li><li><strong><span style="color:#0080c0;">Prediction #7: Innovation Calls for Product Life-Cycle and Supply Chain Management Convergence </span></strong></li><li><strong><span style="color:#0080c0;">Prediction #8: RFID Will Remain an Emerging Technology Unless ROI is Proved</span></strong></li></ul><p><strong><span style="color:#0000ff;"><a href="http://www.manufacturing-insights.com/MI/getdoc.jsp?containerId=prIT21097708&amp;pageType=PRINTFRIENDLY">Link</a></span></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-1081575684975746372?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-8173865200947320042008-03-23T22:55:00.001-07:002008-03-23T22:58:31.018-07:00<p>According to the <strong><span style="color:#808000;">US Census Bureau</span></strong>, women-owned businesses increased 20 percent between 1997 and 2002 and the amount of revenue they generated increased 15 percent. <strong><span style="color:#808000;">Microsoft</span></strong> Demonstrates Strong Commitment to <b>Supplier Diversity</b> <b>...</b></p><p><strong><a href="http://www.microsoft.com/presspass/press/2008/mar08/03-02WBENCPR.mspx" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-817386520094732004?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-68584907060388402592008-03-23T22:50:00.001-07:002008-03-23T22:59:09.763-07:00<p><strong><span style="color:#ff0000;">Expedia Corporate Travel</span></strong> survey finds business travelers are taking specific measures to ensure safety in a chaotic travel environment.</p><p><strong><a href="http://www.zeebebe.com/article31637.html" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-6858490706038840259?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-60468115906963400062008-03-23T22:42:00.001-07:002008-03-23T22:59:41.919-07:00<p>Vendor <b>relationship management</b>, 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 <b>...</b></p><p>Two years ago, a <strong><span style="color:#0000ff;">Gartner</span></strong> 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.</p><p><strong><a href="http://aminemekkaoui.typepad.com/business_intelligence/2008/03/bi-competency-c.html" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-6046811590696340006?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-20943353226389042852008-03-23T22:39:00.001-07:002008-03-23T23:00:13.304-07:00<p>Because service <b>purchasing</b> has not been managed as closely, it now presents a greater opportunity for potential cost savings than does the <b>purchase</b> of <b>...</b></p><p><strong><a href="http://www.industryweek.com/ReadArticle.aspx?ArticleID=15999&amp;SectionID=2" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-2094335322638904285?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-24379537938617889472008-03-09T11:41:00.001-07:002008-03-09T11:42:17.440-07:00<p>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 <strong><span style="color:#ff0000;">Reform Institute</span></strong> 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.</p><p><strong><a href="http://www.ismsv.org/library/Chain_Of_Perils.pdf" target="_blank"><span style="color:#0000ff;">Link</span></a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-2437953793861788947?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-90389694730670124532008-03-09T11:07:00.001-07:002008-03-09T11:09:23.421-07:00<p>As top firms are discovering, the need to reduce carbon emissions extends through every link in the supply chain.</p><p><strong><a href="http://www.telegraph.co.uk/money/main.jhtml?xml=/money/exclusions/supplements/carbonaction/nosplit/supply.xml" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-9038969473067012453?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-9358831983830131252008-03-07T13:46:00.000-08:002008-03-07T13:48:59.990-08:00<p>Supply management professionals from across the country have begun a <strong>Web-based master's degree program</strong> offered by the <strong>University of San Diego</strong> and approved by<strong> Institute for Supply Management™</strong> (ISM). </p><p>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 <strong>University of San Diego</strong> campus.</p><p><strong><a href="http://www.ism.ws/about/MediaRoom/newsreleasedetail.cfm?ItemNumber=17775">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-935883198383013125?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-11640469864944956252008-03-06T18:47:00.001-08:002008-03-06T19:33:21.625-08:00<p>by <strong>Hau L. Lee</strong> and <strong>Chung-Yee Lee </strong></p><p>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<br />book.</p><p><strong><a href="http://www.amazon.com/exec/obidos/ASIN/0387384286/supplyknowled-20" target="_blank">Link</a> <a href="http://www.gsb.stanford.edu/scforum/publications/1499-Lee%20cover_Layout%201.pdf" target="_blank">Cover</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-1164046986494495625?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-44584415516331762582008-03-06T18:29:00.001-08:002008-03-06T19:34:02.989-08:00<p><span style="font-size:78%;">Co-host: <strong>Center for Social Innovation</strong><br />Location: <strong>Stanford University</strong></span></p><h6><span style="font-family:Verdana;"><strong><span style="color:#ff0000;">April 22, 2008</span></strong> - 9:00 am to 6:00 pm </span></h6><h6><span style="font-family:Verdana;">Frances C. Arrillaga Alumni Center, <strong>Stanford University</strong> </span></h6><p><span style="font-size:78%;">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.</span> </p><p><strong><a href="http://www.gsb.stanford.edu/ser/index.html" target="_blank">Link</a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4458441551633176258?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-12047235368507061122008-03-05T14:52:00.001-08:002008-03-05T14:55:04.136-08:00<p>The <strong>Greenpeace</strong> study <strong><span style="color:#0000ff;">Searching for green electronics</span></strong> 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.</p><p>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.</p><p><a href="http://www.ismsv.org/library/guide-to-greener-electronics-2.pdf" target="_blank"><span style="color:#0000ff;"><strong>Link</strong></span></a></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-1204723536850706112?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-85072982608049725192008-03-01T12:37:00.001-08:002008-03-02T12:42:51.657-08:00<p>By <strong><span style="color:#008000;">Ed C. Mercado, CPIM, C.P.M.</span></strong> </p><p><strong>Book Description</strong><br />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. </p><p><strong><em><span style="color:#ff0000;">Hands-On Inventory Management</span></em></strong> 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. </p><p><a title="Inventory Mgt Book" href="http://www.ismsv.org/library/HandsOnInventMgt.jpg"><img style="BORDER-RIGHT: 0px; BORDER-TOP: 0px; MARGIN: 0px 10px 3px 0px; BORDER-LEFT: 0px; BORDER-BOTTOM: 0px" height="162" alt="HandsOnInventMgt" src="http://lh4.google.com/Semanik/R8m-gWPBunI/AAAAAAAAAHE/Lii7Ypu59nY/HandsOnInventMgt%5B7%5D" width="105" align="left" border="0" /></a> 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. </p><p>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, <strong><span style="color:#ff0000;"><em>Hands-On Inventory Management</em></span></strong> gives a clear view of what steps must be taken to strike a profitable balance between customer demand and inventory. </p><p>ISBN-10: 0849383269, Hardcover: 128 pages, Publisher: AUERBACH ©2008</p><p><strong><a href="http://www.amazon.com/exec/obidos/ASIN/0849383269/supplyknowled-20" target="_blank"><span style="color:#0000ff;">Order Desk Link</span></a></strong></p><div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-8507298260804972519?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-14976233888026491972008-02-25T18:58:00.001-08:002008-02-25T18:58:28.782-08:00With the added visibility into your supply chain components and the improved demand forecasting ability, your SCM partner needs to consistently monitor the performance of the many cogs in the wheel. Acknowledging and addressing problems real-time acts as the grease in the wheel for uninterrupted supply chain operation that leads to higher levels of customer satisfaction and smoother SCM overall. <p><strong><a href="http://www.crmbuyer.com/rsstory/61736.html" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-1497623388802649197?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-36907257509025501702008-02-25T18:16:00.001-08:002008-02-25T18:16:33.267-08:00<p><strong>Michael Levin</strong>, Director of Corporate Integrity Strategy, on <strong><em><font color="#ff0000">How to Build an Ethical Supply Chain</font></em></strong>.</p> <p><strong><a href="http://www.integrity-interactive.com/compliance/mkt_docs/Boardroom%20Briefing-SEM.pdf" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-3690725750902550170?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-20084670744925949932008-02-25T17:59:00.001-08:002008-02-25T17:59:35.826-08:00<p><strong>Carlos Niezen, Wulf Weller and Heidi Deringer</strong></p> <p><b>Concepts:</b></p> <p>supply-management, cost, supply management, suppliers, innovation, procurement, price, cost reductions, industries, practices, partner, design, chemicals, objectives. </p> <p><b>ISM Silicon Valley Summary:</b></p> <p>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.</p> <p> <br />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.</p> <p> <br />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.</p> <p> <br />The companies themselves came from a wide range of industries, with roughly half reporting sales greater than $1 billion.</p> <p> <br />Overall, more than half of the cost reductions these organizations had effected were attributable to supply-management activities.</p> <p> <br />They create new competition by continually searching for new suppliers and developing alternatives, including &quot;insourcing.&quot;</p> <p> <br />They perform independent analyses of the market and of suppliers' cost structures and returns, simulating the impact of greater volume on per-unit costs.</p> <p> <br />These measures allow them to transform negotiations by establishing analytically robust target prices in advance.</p> <p> <br />Leading supply-management organizations also rely on their industry's experience curve to project (and demand) continuing cost reductions year after year.</p> <p> <br />In key procurement areas such as chemicals, it has moved increasingly toward sole sourcing, with a goal of achieving &quot;producer economics,&quot; or better-than-market price, wherever possible.</p> <p><strong><a href="http://sloanreview.mit.edu/smr/issue/2007/winter/03/" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-2008467074492594993?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-46933197839045070922008-02-25T17:30:00.001-08:002008-02-25T17:30:45.339-08:00<p><strong><font color="#ff8040">Brian Slobodow, Omer Abdullah and William C. Babuschak</font></strong></p> <p>Ask any executive to describe how their company interacts with others in their supply chain, and it isn't long before words such as &quot;marriage,&quot; &quot;partnership&quot; or &quot;relationship&quot; 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 <strong><em>&quot;strategic&quot; supplier relationships</em></strong>, this simple concept is almost never deployed. The literature on <strong>supply chain management</strong> offers a range of <strong><em>metrics</em></strong> for suppliers, including &quot;hard&quot; metrics such as cost and quality and &quot;soft&quot; 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?<strong><em> In very few cases do buyers adhere to supply chain metrics for themselves.</em></strong> Nonetheless, buyers have as much influence as suppliers on the <strong><em>success or failure of a supply chain relationship</em></strong>. Some companies are addressing this notion with mechanisms that emphasize dual accountability. <strong><em>Dual accountability</em></strong> requires a fundamental shift in the psychology of buyer-supplier relationships. Not only is tangible accountability demanded from both partners, but <strong><font color="#0000ff">suppliers and buyers also must show greater communication, openness and trust.</font></strong></p> <p>The article explores the genesis of the <strong>dual accountability concept</strong>, outlines the benefits &#8212; which range from <em>decreased risk</em> to <em>improved reputation</em> to <em>lower</em> <em>total cost</em> &#8212; and illustrates how dual accountability can be <em><strong>profitably</strong></em> applied by suppliers and buyers working together. One means of achieving dual accountability is the <strong><font color="#ff0000">Two-Way Scorecard</font></strong>, 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 <strong><em>embedding cooperation</em></strong> in the supplier-buyer relationship. Experiences with implementation of the Two-Way Scorecard and other methods of dual accountability are discussed for <strong><em><font color="#0000ff">Johnson &amp; Johnson Group of Consumer Companies</font></em></strong> and other corporations. The article offers keys to implementation of dual accountability and discusses the crucial role of technology.</p> <p><b>Brian Slobodow</b> is chief operations officer of <strong><font color="#808000">Neways Inc.</font></strong> in Springville, Utah. <b>Omer Abdullah</b> is managing director of <strong><font color="#808000">The Smart Cube Inc.,</font></strong> based in Chicago. <b>William C. Babuschak</b> is regional director, external manufacturing,<strong><font color="#808000"> Johnson &amp; Johnson Group of Consumer Companies Inc. </font></strong></p> <p><strong><a href="http://sloanreview.mit.edu/smr/issue/2008/winter/19/" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4693319783904507092?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-41905682621279657542008-02-20T18:57:00.001-08:002008-02-20T18:57:33.237-08:00<p><b>Growth Opportunities Increasingly to be Found Outside of FirstTier Cities; Are You Set up to Distribute to Datong? Flexibility and Rapid Response in </b><b>China</b><b>&#8217;s Dynamic Market is Key</b></p> <p><strong><a href="http://www.scdigest.com/assets/On_Target/08-02-20-3.php?cid=1500" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4190568262127965754?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-5605449917062289612008-02-19T23:02:00.001-08:002008-02-19T23:02:16.708-08:00<p><b>Concepts:</b></p> <p>Management, business, supply chain, customers</p> <p><b>Summary:</b></p> <p>There have been several occasions in the past week or two where people have mused, in our presence, about the question, <em><strong><font color="#ff0000">&quot;Just what is supply chain management really about?&quot;.</font></strong></em></p> <p> <br />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.</p> <p> <br />There is no longer any excuse for not managing any business every bit as well as the best managed kitchen.</p> <p> <br />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.</p> <blockquote> <p align="left"><strong><font color="#808000">1. Plan ahead <br />2. Be realistic <br />3. Integrate, communicate, collaborate <br />4. Trust <br />5. Improve continuously</font></strong></p> </blockquote> <a href="http://www.bangkokpost.com/Business/20Feb2008_biz42.php" target="_blank"><font color="#0000ff">Link</font></a> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-560544991706228961?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-67232252775506341592008-02-19T13:00:00.001-08:002008-02-19T13:00:24.633-08:00<p>Industry week recently ran an article by <strong>Chris Ferrell</strong> of <strong><em><font color="#008000">Tompkins Associates</font></em></strong> on <a href="http://www.industryweek.com/ReadArticle.aspx?ArticleID=15508"><strong><font color="#0000ff">Best Practices in Freight Bidding</font></strong></a> that had a number of good suggestions.</p> <p><strong><a href="http://www.industryweek.com/ReadArticle.aspx?ArticleID=15508" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-6723225277550634159?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-47254928419177459832008-02-18T18:48:00.001-08:002008-02-18T18:48:25.112-08:00<p><b>Concepts:</b></p> <p>supply chain, demand, capacity, management, plan, planning, planner, inventories, manufacturing. </p> <p><b>Summary:</b></p> <p>While <strong><em>Sales &amp; Operations Planning</em></strong> (S&amp;OP) has been around for decades, many organizations still find it challenging to capture and summarize the data necessary to make <strong>supply chain decisions</strong>. To address this challenge, <strong><em>Supply Chain Consultants</em></strong> (<a href="http://www.supplychain.com">www.supplychain.com</a>), designer and supplier of the Zemeter suite of supply chain management (SCM) software products, announced the introduction of <strong><font color="#ff0000">Zemeter S&amp;OP Azimuth&#8482;,</font></strong> a software solution for presenting summarized data to conduct <em>S&amp;OP meetings and pre-meetings</em>.</p> <p><strong><a href="http://www.supplychain.com/press_release/2008-02-12-supply-chain-consultants-announces-zemeter-s-op-azimuth-a-workbe/" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4725492841917745983?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-11785115726348301382008-02-18T09:13:00.001-08:002008-02-18T09:13:02.274-08:00<p><strong><font color="#ff0000">IDS Scheer</font></strong>, the leading provider of Business Process Management (BPM), announced at <strong><em><font color="#008000">ARIS ProcessWorld 2008 Americas</font></em></strong> it has reached a three-year partnership agreement with the <strong>Supply-Chain Council</strong> (SCC). </p> <p>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 <strong><font color="#0000ff">Supply-Chain Operations Reference Model</font> (</strong>SCOR), <strong>Customer-Chain Operations Reference Model</strong> (CCOR) and <strong>Design-Chain Operations Reference Model </strong>(DCOR) in a multi-user BPM repository. </p> <p><strong><a href="http://www.ids-scheer.com/us/en/News/Supply-Chain_Council_Selects_IDS_Scheers_ARIS_Platform_to_Develop_New_Versions_of_SCOR_CCOR_and_DCOR_Models/98616.html?referer=32430" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-1178511572634830138?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-64567073858031558182008-02-17T10:47:00.001-08:002008-02-17T10:49:23.850-08:00<p>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&#8217;s highly competitive environment, businesses need effective forecasting, planning and scheduling, and customer service management. <a href="http://lh5.google.com/Semanik/R7iBPjiG1iI/AAAAAAAAAGc/0OnfOQdn1V4/ERP-Book%5B5%5D"><img style="border-right: 0px; border-top: 0px; margin: 10px 10px 5px 0px; border-left: 0px; border-bottom: 0px" height="150" alt="ERP-Book" src="http://lh6.google.com/Semanik/R7iBPziG1jI/AAAAAAAAAGk/yhEzIVIw4MY/ERP-Book_thumb%5B3%5D" width="117" align="left" border="0" /></a> They need to hear the &#8220;voice of the customer&#8221; 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. </p> <p>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 &#8211; 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.</p> <p><strong><a href="http://www.amazon.com/exec/obidos/ASIN/0967602343/supplyknowled-20" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-6456707385803155818?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-7385291180496545802008-02-17T10:37:00.001-08:002008-02-17T10:37:38.103-08:00<p>Inbound routing guides can streamline operations, reduce costs, and enhance trading partner relationships. <strong>Pete Stiles</strong>, vice president of strategy and marketing, <strong><font color="#ff0000">LeanLogistics</font></strong>, offers these tips for creating a routing guide that your vendors will comply to.</p> <p><strong><a href="http://www.inboundlogistics.com/articles/10tips/10tips0107.shtml" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-738529118049654580?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-64125712950522096802008-02-17T10:18:00.001-08:002008-02-17T10:19:51.293-08:00<p><strong><font color="#ff0000">This book is not as much about reading as it is about seeing and doing!</font></strong> That&#8217;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.</p> <p><a href="http://lh4.google.com/Semanik/R7h6aTiG1gI/AAAAAAAAAGM/yzVfvt34_TM/PPT_Book%5B4%5D"><img style="border-right: 0px; border-top: 0px; margin: 0px 15px 0px 0px; border-left: 0px; border-bottom: 0px" height="137" alt="PPT_Book" src="http://lh5.google.com/Semanik/R7h6ajiG1hI/AAAAAAAAAGU/laR_NCsRCnU/PPT_Book_thumb%5B2%5D" width="110" align="left" border="0" /></a> Each of the eight makeovers has been carefully chosen so it&#8217;s relevant to anyone who has ever used PowerPoint. And if you just upgraded to <strong>PowerPoint 2007</strong>, 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&#8217;s no better way of getting up to speed with <strong>PowerPoint 2007</strong>.</p> <p><a href="http://www.amazon.com/exec/obidos/ASIN/0789736810/supplyknowled-20" target="_blank"><strong>Link</strong></a></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-6412571295052209680?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-63572253362022100762008-02-16T18:09:00.001-08:002008-02-16T18:10:47.171-08:00<p>That was among the findings from an in-depth Purchasing reader survey conducted last fall into best practices for <font color="#ff0000"><b>strategic sourcing</b>. <b>...</b></font></p> <p>According to the study:</p> <table cellspacing="0" cellpadding="2" width="400" border="1"><tbody> <tr> <td valign="top" width="199"> <p align="center"><strong><font color="#808000">Engage budget stakeholders deeply in their sourcing processes.</font></strong></p> </td> <td valign="top" width="199"> <p align="center"><strong><font color="#808000">Pursue independent validation of cost savings or other performance improvement claims...</font></strong></p> </td> </tr> <tr> <td valign="top" width="199"> <p align="center"><strong><font color="#808000">Exercise tight control over teams' and individuals' activities throughout the strategic sourcing process.</font></strong></p> </td> <td valign="top" width="200"> <p align="center"><strong><font color="#808000">Actively manage goal setting and performance to goal for the strategic procurement organization.</font></strong></p> </td> </tr> </tbody></table> <p> <br /><strong><a href="http://www.purchasing.com/article/CA6530088.html?industryid=48372" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-6357225336202210076?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-12029853813441599952008-02-16T17:56:00.001-08:002008-02-16T17:56:57.432-08:00<p>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.</p> <p> <br />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.</p> <p> <br />As companies examine ways to streamline operations, tools that can help lower excess inventory, determine the optimal &quot;right-shoring&quot; plan and reduce fuel and logistics costs while lowering overall carbon emissions are in high demand.</p> <p> <br />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.</p> <p><strong><a href="http://www.retailsolutionsonline.com/content/news/article.asp?DocID=%7B22390D1D-6980-4010-9339-7891897C613A%7D&amp;Bucket=Current+Headlines&amp;VNETCOOKIE=NO" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-1202985381344159995?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-41832113445274641972008-02-16T17:49:00.001-08:002008-02-16T17:49:15.583-08:00<p><b>SOA</b> Trends in 2007 - Predictions for 2008 and beyond:2007 marks the peak <b>SOA</b> implementation year with almost every CIO speak about introducing or already implementing Service Oriented Architecture (<b>SOA</b>) in their Organization...</p> <p><strong><a href="http://blogs.ittoolbox.com/eai/realsoa/archives/soa-trends-in-2007-predictions-for-2008-and-beyond-21273" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4183211344527464197?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-45072135929952212692008-02-16T17:42:00.001-08:002008-02-16T17:43:08.994-08:00<p><b>Concepts:</b></p> <p><font color="#0000ff">Exostar, supply chain, migration, customers, production, capabilities, supply chain platform, community, management, Boeing, solution provider, production data, success, technology, suppliers, integration, enables, planning</font>. </p> <p><b>Summary:</b></p> <p>After 18 months of planning, testing and preparations, aerospace and defense (A&amp;D) industry solution provider Exostar has migrated its global customer community off of its legacy &quot;Supply Pass&quot; system to its new Supply Chain Platform (SCP), the company has announced.</p> <p> <br />The migration affected more than 30,000 companies and 45,000 users worldwide. <br />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.</p> <p> <br />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.</p> <p> <br />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.</p> <p> <br />While Exostar developed the legacy CommerceOne-based technology (&quot;Supply Pass&quot;) to handle basic procurement transactions, it lacked the robust supply chain enablement capabilities necessary to meet customer's increasingly sophisticated requirements.</p> <p> <br />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.</p> <p> <br />&quot;Exostar is an important production system for Boeing, our partners and suppliers,&quot; said Ron Shelley, Boeing vice president of supplier management for integrated defense systems and global sourcing.</p> <p> <br />&quot;Boeing is pleased that the Exostar team could guide customers and users through this complex system migration so smoothly.&quot;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.</p> <p><strong><a href="http://www.sdcexec.com/web/online/IntegrationERP-News/30-000-Companies-Migrate-to-New-Exostar-Supply-Chain-Platform/35$10241" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4507213592995221269?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-65947777142891159242008-02-16T17:37:00.001-08:002008-02-16T17:37:36.143-08:00<p><b>Concepts:</b></p> <p><font color="#0000ff">EDI, partners, supply chain, business, globalization, suppliers, CPG manufacturers, factories, outsourcing, retail, sourcing, in-house, shipping, production, trading partners, remote factories, sourcing companies, ASNs.</font> </p> <p><b>Summary:</b></p> <p>The globalization of consumer packaged goods (CPG) businesses makes relying on in-house electronic data interchange (EDI) systems impractical.</p> <p> <br />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. <br />However, reaching these partners via EDI has proved to be too cumbersome and expensive for most.</p> <p> <br />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.</p> <p> <br />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.</p> <p><strong><a href="http://www.sdcexec.com/web/online/IntegrationERP-Trends/EDI--Connecting-Todays-Global-Supply-Chain-Partners/19$10244" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-6594777714289115924?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-80679804905602363782008-02-15T22:14:00.001-08:002008-02-15T22:14:13.081-08:00<p><strong><em>Leveraging Natural Groups to Build a Thriving Organization</em></strong></p> <p>Every company, indeed every organization, is a tribe, or if it's large enough, a network of tribes&#8212;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&#8212;until now. In <i><strong><font color="#ff0000">Tribal Leadership</font></strong></i>, 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. </p> <p>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. <i><strong><font color="#ff0000">Tribal Leadership</font></strong></i> 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 &quot;Dilbert&quot; 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. </p> <p>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 <i><strong><font color="#ff0000">Tribal Leadership</font></strong></i> 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. </p> <p><strong><a href="http://www.amazon.com/exec/obidos/ASIN/0061251305/supplyknowled-20" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-8067980490560236378?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-90335908258311413932008-02-15T17:28:00.001-08:002008-02-15T17:28:45.094-08:00<p>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. </p> <p>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.</p> <p><strong><a href="http://www.reuters.com/article/pressRelease/idUS184669+04-Feb-2008+BW20080204" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-9033590825831141393?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-90324808356163404402008-02-15T16:50:00.001-08:002008-02-15T16:50:56.275-08:00<p><strong><em><font color="#0000ff">Complete RFID analysis and forecasts 2008-2018</font></em></strong></p> <p>By <strong>Raghu Das</strong> and <strong>Dr Peter Harrop</strong></p> <p>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.</p> <p><strong><a href="http://www.idtechex.com/products/en/view.asp?productcategoryid=151" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-9032480835616340440?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-32582831094931782522008-02-15T16:46:00.001-08:002008-02-15T16:46:24.247-08:00<p><strong>Best Supply Chain Solution</strong> <br />- Agistix Logistics Management Automation, Agistix, Inc. <br />- eConnect, Flashecom Inc. <br />- Supplier Self Service, OutSystems <br />- SciQuest Spend Director, SciQuest, Inc. <br />- Symphony Metreo FS&amp;OP Manager&#8482;, Symphony Metreo, Inc. </p> <p><strong>Best Software as a Service Solution</strong> <br />- www.ravecrm.com, Entellium, Inc. <br />- NetDocuments from LexisNexis, LexisNexis Group <br />- Omniture SiteCatalyst 13.5, Omniture, Inc. <br />- Rally, Rally Software <br />- Salesforce CRM, Salesforce.com </p> <p><strong>Best Project Management Solution</strong> <br />- www.attask.com, AtTask, Inc. <br />- Daptiv PPM, Daptiv <br />- Innotas Project Portfolio Management, Innotas <br />- QuickArrow PSA, QuickArrow <br />- DevPlan, TechExcel, Inc. </p> <p><strong><a href="http://www.siia.net/codies/2008/finalists.asp" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-3258283109493178252?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-5810729079098204682008-02-09T18:40:00.001-08:002008-02-09T18:40:48.872-08:00<p>Presented jointly by <strong><em>The Supply Chain Management Research Center</em></strong>, a research unit of the <strong><em>Sam M. Walton College of Business at the University of Arkansas</em></strong>, and the <strong><em>Ozark Roundtable of the Council of Supply Chain Management Professionals</em></strong> With Facility Host Transplace: Wednesday, April 23, 2008 from 8:00 am-3:15 pm at the Embassy Suites Hotel in Rogers, Arkansas.</p> <p><strong><a href="http://scmr.uark.edu/conference/" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-581072907909820468?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-47751223785275644822008-02-09T18:36:00.001-08:002008-02-09T18:36:05.380-08:00<p>Companies need to consider their choice of shipping platforms in their green initiatives.</p> <p><strong><a href="http://www.industryweek.com/ReadArticle.aspx?ArticleID=15710" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4775122378527564482?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-14840017431742368462008-02-09T18:33:00.001-08:002008-02-09T18:33:36.972-08:00<p>In an effort to save industry professionals&#8217; valuable time and resources, the <strong><em>American Society of Transportation &amp; Logistics</em></strong> (AST&amp;L) announced a partnership with <strong><em>APICS The Association for Operations Management</em></strong>. The agreement grants <strong>Certified Supply Chain Professionals</strong> (CSCP) and professionals or fellows who are<strong> Certified in Production and Inventory Management</strong> (CPIM/CFPIM) waivers for two of the six modules needed to obtain the AST&amp;L&#8217;s <strong><em>Certification in Transportation and Logistics</em></strong> (CTL).</p> <p><strong><a href="http://www.astl.org/i4a/pages/index.cfm?pageid=3345" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-1484001743174236846?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-86603425897074486722008-02-09T18:27:00.001-08:002008-02-09T18:27:22.606-08:00<p>New study by <strong>Capgemini, Georgia Institute of Technology, DHL </strong>and<strong> SAP</strong> reveals that for the first time since 2003 the gap between IT expectations and user experience is narrowing.</p> <p><strong><a href="http://3plstudy.com/index.php?p=home" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-8660342589707448672?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-19496762832159586362008-02-09T18:17:00.001-08:002008-02-09T18:17:53.130-08:00<p>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.</p> <p><strong><a href="http://www.stockhouse.ca/mediascan/news.asp?newsid=10154214" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-1949676283215958636?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-19093455040821625982008-02-09T17:50:00.001-08:002008-02-09T17:50:14.374-08:00<p>In the second in her series on improving SCM, <strong>Leslie Kossoff</strong> 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. </p> <p><strong><a href="http://www.blackenterprise.com/yb/ybopen.asp?section=ybaa&amp;story_id=114462591&amp;ID=blackenterprise" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-1909345504082162598?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-28960629374256720692008-02-04T19:18:00.001-08:002008-02-04T19:18:55.106-08:00<p><strong>Integrity Interactive(R) Corp.</strong> (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 <strong><em><font color="#0000ff">Supplier Ethics Management (SEM) Charter Group</font></em></strong>. 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.</p> <p><strong><a href="http://www.centredaily.com/business/story/378715.html" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-2896062937425672069?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-55853519103727157022008-02-02T19:32:00.001-08:002008-02-02T19:32:03.659-08:00<p>The <strong><font color="#0000ff">&quot;Pull Driven&quot;</font></strong> supply chain is no longer a concept, it's a reality. Here's how to make sure you can keep up with the growing trend.</p> <p><strong><a href="http://www.scmr.com/article/CA6518149.html?nid=3935" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-5585351910372715702?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-23016752374525843002008-02-02T19:18:00.001-08:002008-02-02T19:18:29.375-08:00<p>It&#8217;s hard to put an exact date on when the term supply chain management officially entered the business vernacular. But it&#8217;s safe to say that <strong>Tony Friscia</strong> was there when it happened. And more than that, he was an early influencer in the adoption process.</p> <p>This interview with the founder of <strong>AMR Research</strong> touches on the evolution of the concept of supply chain management, and what the future of the field holds.</p> <p><strong><a href="http://www.scmr.com/article/CA6518144.html?nid=3938" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-2301675237452584300?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-56976877900998045972008-02-02T19:02:00.001-08:002008-02-02T19:02:55.265-08:00<p>Representatives of standards making bodies, corporate officials and educators from around the world will meet <strong>Feb. 21-22, 2008</strong>, at the <strong><em>&quot;Global Perspectives and Strategies for Education about Standardization&quot;</em></strong> 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.</p> <p><strong><a href="http://ts.nist.gov/Standards/ICES-Workshop.cfm" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-5697687790099804597?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-87638598959964603622008-02-02T18:58:00.001-08:002008-02-02T18:58:22.590-08:00<p>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.</p> <p><strong><a href="http://bettermanagment.com/seminars/seminar.aspx?l=14681&amp;rss=685" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-8763859895996460362?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-12072603146309165242008-02-02T18:54:00.001-08:002008-02-02T18:54:02.212-08:00<p><strong>Institute for Supply Management&#8482;</strong> (ISM) yesterday announced the debut of its e-publication, <cite><strong><font color="#ff0000">eSide Supply Management: Essential Principles for Professional Growth</font></strong></cite>. The online e-magazine is ISM's newest member benefit. Written with entry- and mid-level supply management professionals in mind, <cite>eSide Supply Management</cite> offers career advice, research survey results, international business tips, social responsibility and sustainability articles and more.</p> <p><strong><a href="http://www.ism.ws/about/MediaRoom/newsreleasedetail.cfm?ItemNumber=17571" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-1207260314630916524?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-91042818705311379672008-02-02T18:47:00.001-08:002008-02-02T18:47:34.811-08:00Spending on supply management applications and services will increase 14.5% in 2008 according to a report recently released by <strong>Maura McGreevy</strong> at <strong><font color="#ff0000">AMR Research</font></strong>. <p><strong><a href="http://www.industryweek.com/ReadArticle.aspx?ArticleID=15716" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-9104281870531137967?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-31982542377176469582008-02-02T18:41:00.001-08:002008-02-02T18:41:50.923-08:00<p><strong>EC Sourcing Group, Inc.</strong> recently announced the launching of their new customer-centric website at www.ecsourcing.com. &#8220;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,&#8221; <strong>Ronald Emma</strong>, co-founder of EC Sourcing Group announced.</p> <p><strong><a href="http://www.ecsourcing.com" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-3198254237717646958?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-81269325806868264212008-02-02T18:29:00.001-08:002008-02-02T18:29:53.292-08:00<p></p> <p>JDSU announced that it is holding a webinar entitled <strong><em>&quot;Lean Business Practices: An Industry Imperative,&quot;</em></strong> on Wednesday, <strong>February 13, 2008</strong> at 8:30 A.M. Pacific time. The webinar will be hosted by <strong>Julie Biberstein</strong>, senior director of Operations for the Optical Communications business segment at JDSU.</p> <p><strong><a href="https://jdsuevents.webex.com/jdsuevents/onstage/g.php?d=926425849&amp;t=a" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-8126932580686826421?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-6294762463669165902008-01-28T22:31:00.001-08:002008-01-28T22:31:45.471-08:00<p><strong><font color="#008000">Accenture:</font></strong> 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. </p> <p><strong><a href="http://www.ismsv.org/library/StrategicPotentialofProcurement.pdf" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-629476246366916590?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-57038369350090497582008-01-28T22:26:00.001-08:002008-01-28T22:26:36.400-08:00<p><strong><font color="#0000ff">IBM Institute for Business Value Study:</font></strong> 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.</p> <p><strong><a href="http://www.ismsv.org/library/scblueprint.pdf" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-5703836935009049758?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-41482827783020050182008-01-27T12:24:00.001-08:002008-01-27T12:24:15.344-08:00<p>Corporate executives and experts from the <strong><font color="#ff8040">Krannert School of Management</font></strong> will discuss a broad range of issues surrounding managing operational risks in the global supply chain as part of a <strong>Feb. 15</strong> conference at <strong>Purdue Memorial Union</strong>.</p> <p><strong><a href="http://www.krannert.purdue.edu/departments/dcmme/Conferences/index.html" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4148282778302005018?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-73888812417272964772008-01-26T09:45:00.001-08:002008-01-26T09:45:26.769-08:00The first annual <strong>Electronic Industry Supply Chain Conference</strong> hosted by <a href="http://www.erai.com/"><font color="#0000ff">ERAI</font></a> will be held <strong>May 1-2</strong>, in <strong><em>Las Vegas</em></strong> and will focus on purchasing and quality concerns and regulatory issues affecting the global supply chain. <p><a href="http://www.erai.com/fileuploads/0d5ee410-e17e-46b6-b0aa-8eba154d92a5.pdf" target="_blank"><strong>Link</strong></a></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-7388881241727296477?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-50791982610288621512008-01-17T21:05:00.001-08:002008-01-17T21:05:45.326-08:00<p>CDP's <strong><font color="#ff0000">Supply Chain Leadership Collaboration</font></strong> (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.</p> <p>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.</p> <p>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.</p> <p>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.</p> <p><strong><a href="http://cdproject.net/sclc_home.asp" target="_blank"><font color="#0000ff">Link</font></a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-5079198261028862151?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-70998323729708199502008-01-16T11:13:00.001-08:002008-01-16T11:13:39.097-08:00<p><strong>Stanford Graduate School of Business:</strong> 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.</p> <p><strong>2008 Dates: August 17 - 22</strong> <br />Application Deadline: July 1, 2008, Program Tuition: $8,700 USD</p> <p><strong><a href="http://www.gsb.stanford.edu/exed/slsc/index.html" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-7099832372970819950?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-1801697338142760312008-01-11T18:14:00.001-08:002008-01-11T18:14:44.379-08:00<p>The city of Phoenix has launched its Environmentally Preferable <b>Purchasing</b> Web site, featuring recommendations to help employees and residents increase <b>...</b></p> <p><strong><font color="#0000ff"><a href="http://phoenix.gov/epp/" target="_blank">Link</a></font></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-180169733814276031?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-77484847024504560972008-01-03T20:48:00.001-08:002008-01-03T20:48:52.589-08:00<p><strong>ISM-Silicon Valley Summary:</strong></p> <p> <br />- 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 <strong>AMR Research</strong> report.</p> <p> <br />- When compared with 2006 data, &quot;twice as many companies say they will increase spending on supply chain technologies, projecting to grow their budgets by nearly 12 percent for 2008,&quot; stated<strong><em> <font color="#ff0000">&quot;The Supply Chain Management Spending Report, 2007-2008,&quot;</font></em></strong> written by AMR analysts <strong>John Fontanella</strong> and <strong>Eric Klein</strong>.</p> <p> <br />- &quot;Companies recognize their supply chains offer both the opportunity to be more efficient and, with superior customer service, directly affect top-line growth,&quot; they write.</p> <p> <br />- 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.</p> <p>&#160;</p> <p><strong><a href="http://www.cio.com/article/168700/Supply_Chain_Spending_On_the_Rise" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-7748484702450456097?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-84107227481555184352007-12-31T18:55:00.001-08:002007-12-31T19:08:35.925-08:00<p><strong>Kevin O&#8217;Marah</strong>, vice president of strategic research at <strong>AMR Research</strong> addressed in his keynote speech at <strong><font color="#ff0000">2007 Global Supply Chain Conference</font></strong>.</p> <p><strong><a href="http://www.logisticsmgmt.com/article/CA6510765.html" target="_blank"><font color="#0000ff">Link</font></a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-8410722748155518435?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-32487656099918299382007-12-29T19:21:00.001-08:002007-12-29T19:21:12.319-08:00<p>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. </p> <p>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. </p> <p>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. </p> <p><strong><font color="#ff0000">For additional information: </font><a href="http://www.businesswire.com/news/home/20071217005339/en" target="_blank"><font color="#0000ff">Link</font></a></strong></p> <p><strong><font color="#0000ff"><font color="#808000">Registration:</font> </font></strong><a title="http://www.ismsv.org/certification.asp" href="http://www.ismsv.org/certification.asp"><strong><font color="#0000ff">http://www.ismsv.org/certification.asp</font></strong></a></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-3248765609991829938?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-81828753723685116412007-12-29T18:56:00.001-08:002007-12-29T18:56:07.313-08:00<p>It&#8217;s time for chief procurement officers to stop relying solely on functional depth and start increasing functional breadth.</p> <p><strong><a href="http://www.strategy-business.com/li/leadingideas/li00045?gko=aa7e3" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-8182875372368511641?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-23466552286926545472007-12-29T18:28:00.001-08:002007-12-29T18:28:37.476-08:00<p>Live Internet Broadcast <br />Sponsored by IBM <br />Thursday, <strong><font color="#0000ff">January 17, 2008</font></strong> - 2:00 p.m. EST (GMT -05:00, New York) <br />Estimated Length: 1 hour</p> <p><strong><a href="http://www.industryweek.com/Webcasts/011708Eventregistration.aspx?eventID=426" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-2346655228692654547?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-87341493655763489972007-12-19T18:46:00.001-08:002007-12-19T18:46:26.407-08:00A recent study by <strong><font color="#0000ff">Aberdeen</font></strong>, a Harte-Hanks Company (NYSE: HHS), &quot;<strong><em>The Real Return on Investment of Total Telecom Cost Management,&quot;</em></strong> revealed that Best-in-Class organizations report obtaining, on average, a 46% Return on Investment (ROI) for their TTCM solution and in addition, productivity gains exceeding 40% for telecom expense management activities. <p><strong><a href="http://www.aberdeen.com/link/sponsor.asp?cid=4453" target="_blank"><font color="#0000ff">Link</font></a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-8734149365576348997?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-13115713744602216142007-12-19T18:07:00.001-08:002007-12-19T18:07:40.807-08:00<p></p> <p>Purchasing negotiates contract prices with maintenance suppliers</p> <p><strong><a href="http://www.purchasing.com/article/CA6511745.html?industryid=48399" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-1311571374460221614?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-24521892368079026852007-12-11T12:57:00.001-08:002007-12-11T12:57:38.971-08:00<p>Trade show announcement of affordable EDI Compliance.</p> <p><strong><font color="#0000ff"><a href="http://www.industryweek.com/ReadArticle.aspx?ArticleID=15438" target="_blank">Link</a></font></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-2452189236807902685?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-43843665068828421932007-12-09T21:23:00.001-08:002007-12-09T21:23:44.492-08:00<p>The 2007-2008 Green Book from <strong>Office Depot</strong> is designed to provide businesses with the widest variety of relevant and useful products as well as guidance on creating an environmentally-preferable office.</p> <p><strong><a href="http://www.community.officedepot.com/gb.asp" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4384366506882842193?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-27895277608156135632007-12-05T21:27:00.001-08:002007-12-05T21:27:08.909-08:00<p>Traditional software licensing models are being derailed by virtualization and multicore processors. So how much is this going to cost us?</p> <p><strong><a href="http://www.informationweek.com/news/showArticle.jhtml?articleID=204400240" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-2789527760815613563?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-70535828051562209862007-12-05T20:03:00.001-08:002007-12-05T20:03:39.323-08:00<p>This fourth volume in the series offers expert guidance on the<strong> supply chain</strong> and <strong>delivery cycle of the project,</strong> as well as the <strong>technology management</strong> issues that are involved such as modeling, design, and verification. </p> <p>Technology within the context of the management of projects involves not so much actually doing the &quot;technical&quot; elements of the project as managing the processes and practices by which projects are transformed from concepts into actual entities&#8212;and doing this effectively within the time, cost, strategic, and other constraints on the project.</p> <p>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&#8212;highlighting the key steps along the way in transforming and realizing the technical definition of the project.</p> <p><strong><a href="http://www.wiley.com/WileyCDA/WileyTitle/productCd-047022682X.html" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-7053582805156220986?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-54580352014440630062007-12-04T21:40:00.001-08:002007-12-04T21:40:50.188-08:00<p><strong><font color="#0000ff">Dell Computer</font></strong> has become the first IT company to join the cdp's <b>Supply Chain</b> Leadership Collaboration, a group working to develop standardized <b>...</b></p> <p><strong><a href="http://www.climatebiz.com/sections/news_detail.cfm?Page=1&amp;NewsID=36343" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-5458035201444063006?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-13740044498141889172007-12-04T21:38:00.001-08:002007-12-04T21:38:14.548-08:00<p><strong><font color="#0000ff">eyeforprocurement</font></strong> has recently interviewed top procurement executives on issues related to Supplier Relationship Management (SRM).</p> <p><strong><a href="http://www.prweb.com/releases/2007/12/prweb571253.htm" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-1374004449814188917?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-40641979221842144212007-12-04T18:25:00.001-08:002007-12-04T18:25:05.976-08:00Supplier relationship management strategies should emphasize compliance, conduct and strategic financing. <p><strong><a href="http://www.industryweek.com/ReadArticle.aspx?ArticleID=15341" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-4064197922184214421?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-76439492968020412892007-12-03T10:52:00.001-08:002007-12-03T10:52:49.060-08:00Key ideas from the <a href="http://harvardbusinessonline.hbsp.harvard.edu/hbsp/hbr/articles/article.jsp?print=true&amp;ml_action=get-article&amp;pageNumber=1&amp;ml_issueid=BR0709&amp;articleID=R0709H">Harvard Business Review article</a> by <a href="http://harvardbusinessonline.hbsp.harvard.edu/hbrol/en/includes/sasearch.jhtml?author=Reuben+E.+Slone">Reuben E. Slone</a>, <a href="http://harvardbusinessonline.hbsp.harvard.edu/hbrol/en/includes/sasearch.jhtml?author=John+T.+Mentzer">John T. Mentzer</a>, and <a href="http://harvardbusinessonline.hbsp.harvard.edu/hbrol/en/includes/sasearch.jhtml?author=J.+Paul+Dittmann">J. Paul Dittmann</a> <p><strong><a href=" http://harvardbusinessonline.hbsp.harvard.edu/hbsp/hbo/articles/article.jsp?articleID=R0709H&amp;ml_action=get-article&amp;print=true" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-7643949296802041289?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-90272966768395648972007-11-30T18:41:00.001-08:002007-11-30T18:41:46.035-08:00<p><strong><font color="#ff0000"><img src="http://www.scdigest.com/images/quotes1.gif" /> CEO&#8217;s who aren&#8217;t engaged and knowledgeable in supply chain are likely to have under performance, as it is hard to push an organization for which you have little understanding. <img src="http://www.scdigest.com/images/quotes2.gif" /></font></strong></p> <p><strong><a href="http://www.scdigest.com/assets/FirstThoughts/07-11-30.php?cid=1370" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-9027296676839564897?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-9372149734477342102007-11-28T21:32:00.001-08:002007-11-28T21:32:39.121-08:00<p>Report identifies the key agenda items for 2008 for supply chain executives from <strong>Aberdeen Group Research</strong>.</p> <p><strong><a href="http://www.aberdeen.com/summary/report/research_previews/4618-RP-sc-strategic-agenda.asp?rss=y" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-937214973447734210?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0tag:blogger.com,1999:blog-9281415.post-5471115774619168792007-11-28T21:02:00.001-08:002007-11-28T21:02:34.082-08:00<ul> <li><a href="http://www.scmr.com/#sustain">Sustainability in Action </a></li> <li><a href="http://www.scmr.com/#key">Key Characteristics of Sustainability </a></li> <li><a href="http://www.scmr.com/#guidelines">Guidelines Going Forward</a></li> </ul> <p>To assess corporate sustainability practices, <strong>A.T. Kearney</strong> and the <strong>Institute for Supply Management</strong> (ISM) surveyed a diverse group of Fortune 100 firms across several industries&#8212;including consumer goods, pharmaceuticals, electronics, and airlines&#8212;with revenues from $1 billion to $70 billion.</p> <p><strong><a href="http://www.scmr.com/article/CA6504627.html?nid=3935" target="_blank">Link</a></strong></p> <div class="blogger-post-footer"><img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/9281415-547111577461916879?l=ismsv.blogspot.com' alt='' /></div>Supply Knowledgenoreply@blogger.com0