The apparel industry needs a global supply chain that can keep up with the speed of fashion. Fashion trends come and go, but like a classic little black dress, a well-run supply chain is always in style. If you want to be successful in today's global marketplace, it's time to give your supply chain a makeover.
TrustWeaver today announced that it has successfully extended the integration of its global e-invoice compliance capabilities by partnering with E2open, the leading provider of cloud-based solutions for collaborative planning and execution across global trading networks. By seamlessly embedding TrustWeaver’s fully automated functionality for the tax-compliant creation, validation, archiving and audit of invoices across more than 50 countries with its extensive supplier collaboration capabilities, E2open unifies the needs of trading partners’ finance and tax organizations with the needs of procurement and supply chain organizations.
To attract new customer populations, brands are motivated to develop more segmented products that can also vary widely across geographies. As brands bring new products—and bundles of products—to market, SKUs are in abundance, which can total in the thousands annually. This variety of market forces creates an environment ripe for demand volatility. Based on our experience working with customers, we have highlighted five game-changing opportunities for cosmetics and beauty companies to get in front of these challenges.
Sales and Operations Planning (S&OP) is not a new idea, but many organizations report that their efforts have been less than effective. As the saying goes, though, when you get lemons, it's a good time to make lemonade. That is, rather than a point of failure, S&OP improvement offers an opportunity for great improvement. The infographic below, created by E2open, outlines some basics around creating a process that works. Take a look, and then let us know about your experiences with S&OP improvement. What worked well? Where were the stumbling blocks?
Better visibility: It has been on the wish lists of supply chain executives for as long as there have been supply chains. But the definition of visibility tends to vary: Is it visibility to inventory? Orders? Assets? Information? Events? Nodes? In theory, visibility leads to a host of benefits: saving money, reducing inventory, increasing turns, boosting customer satisfaction, lowering risk, enhancing compliance, streamlining transportation, and enabling agility and resiliency. But until recently, many shippers had difficulty connecting those dots.
The electronics industry’s cyclical downturns and upcycles may have become less vicious over the last decade but it appears enterprises in the sector have still not fully sorted out the inventory challenges that have for long been the bane of the market, according to a research firm.
Some 36 percent of senior managers in retailers and manufacturers reckon their organizations have too much cash tied up in inventory – and 29 percent think they have too much excess and/or obsolete inventory. A study sponsored by E2open found that there is increased interest in inventory management programs such as vendor managed inventory, but companies face challenges in actually establishing such programs.
Business leaders view the drivers of inventory information-sharing between partners as time-consuming, involving enterprise resource planning (ERP) or manual methods, with less than 22 percent using automated B2B technology, according to a survey of executives by Gatepoint Research and sponsored by E2open.
Now that the European economy is strengthening, a growing number of supply chain software vendors are turning their attention to Europe. The demand for software solutions for sales & operations planning (S&OP) in particular is attracting new players, and cloud-based supply chain software solutions appear to be making a breakthrough. Those are the key conclusions from Supply Chain Movement’s annual market study which forms the basis for the globally renowned IT Subway Map Europe.
Consumer goods organizations have spent decades applying Lean management techniques and principles to every facet of their global supply chains. But today, they find themselves squeezed tighter than ever before by customer expectations for more inexpensive, customized, and rapidly supplied goods. The effort now required to achieve further process improvements is akin to drawing blood from a stone.