KPMG's 2014 report surveyed 460 senior executives across six industrial sectors split equally among the Americas; Europe, Middle East and Africa; and Asia-Pacific.Among other findings, the report reveals that limited visibility across the supply chain remains a growing concern for manufacturers, even though many have made notable progress towards improving transparency. Forty percent of manufacturing executives say they lack information and material visibility across their supply base. Thirty eight percent say they lack critical details on supplier performance, and 36 percent lack adequate supply chain IT systems.
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End-to-end supply chain visibility requires timely, accurate data from your entire trading partner network: suppliers, customers, logistics providers, and other partners. This white paper examines the five must-haves for creating the foundational connectivity layer of a business network for the modern supply chain. It also looks at what to build on that platform to enable brand owners and manufacturers to leverage the collective brainpower of their trading partner communities to efficiently manage end-to-end supply chain processes and to respond intelligently to continuous change in supply, demand, products, and partners.
Part 2 of this Spend Matters report outlines the further complexity of multi-tier partner networks and evaluates the pros and cons of various approaches to solve it. The result: a clear call to action to adopt a supply chain business network to better manage direct materials.
Drawing from the results of a 2013 quantitative research study conducted by Spend Matters and the Institute of Supply Management, this report outlines the ways in which siloed departments, processes, metrics, EDI, supporting ERP systems – and a lot of spreadsheets – have created a brittle, shortsighted supply network that simply can’t be orchestrated efficiently and effectively to meet demand. In Part 1 of this two-part report, learn why meeting demand requires Supply Management 2.0: fluid collaboration between companies and their external network partners in a multi-tier and multilevel fashion that orchestrates both process silos and information silos.
The dilemma of supply chain leaders today is to know how to remain agile in execution while constantly looking down the road to new and improved capabilities that help scale the business. The value behind centers of excellence (COEs) lies in their ability to drive world-class performance across supply chains, either by sharing best practices or by focusing resources on teams to drive global, standardized and integrated processes, systems, and policies.
This report details where the cloud can enhance end-to-end supply chain management, outlining the roadmap ahead for the cloud-enabled business and highlighting how companies can improve visibility and connectivity at a rate quicker than more traditional methods such as EDI and enterprise software systems. The report features a profile on the supply chain strategies and operations of the world's leading beauty company, L'Oréal.
View the recent Gartner case study to learn how L’Oréal leveraged cloud connectivity for real-time collaboration across its global network - L'Oréal's objective is to gain 1 billion new customers over the next decade. To obtain this goal and maintain their market leadership, L'Oréal embarked on an upstream cloud collaboration initiative that delivered increased value and innovation to its supply chain.
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The days of “set it and forget it” planning are over. The move is on to adapt with agility—to deal with continuous change by complementing periodic planning with more responsive event-driven planning to manage supply chain disruptions inside the execution window.
This recent study by Supply Chain Insights seeks to understand and benchmark companies’ supply chain visibility in business relationships within their extended supply chains. Discover why manufacturers, retailers, distributors and third-party logistics providers should consider a B2B Supply Chain Business Network Solution versus EDI or ERP, and gain insight into how to go about choosing a solution provider.
Intel’s Strategic Planning Manager, John Dawson, shared his thoughts at a Silicon Valley APICs meeting on how to reach the “holy grail” of supply chain management: end-to-end visibility across the entire supply chain. In his session, John discussed the rationale behind Intel’s ambitious plan to achieve this high level of multi-enterprise collaboration and visibility. Given Intel’s longstanding reputation as an innovator, grand plans such as these are the foundation for the far-reaching kinds of change it wants to effect in their organization, and more broadly, within its supply network.
To keep pace with the industry’s current build-to-demand model, aerospace and defense (A&D) players face a series of unique challenges that now require a significantly greater level of supply chain agility. Only when visibility is combined with deep and secure collaboration throughout the supply chain will the A&D industry achieve the elevated performance necessary to commit with confidence to its customers, manage its backlogs, and deliver aircraft on time and on budget. In this white paper, learn about the four core competencies that every A&D company needs to master to be able to do more, faster and on time.