L'Oréal began its supply chain transformation in 2008 with the global restructuring of its supply chain organization. Since that time, L'Oréal's goal has been to create a supply chain that provides it with the competitive advantage in the markets and categories in which it competes. To realize this goal, L'Oréal has established a mission built on delivering value and innovation that is based on three pillars — service, proactivity and cost.
Enterprises need to be able to commit with confidence to their customers and investors. With trading network participants, information and plans integrated and in alignment, everyone—trading partners, procurement, planning, customer service, CSCOs, CFOs, all the way up to CEOs—can commit with confidence not only to plans, but also to those last-minute course corrections that can make the difference between profit and loss.
For years, Gartner has worked with its clients to help them understand their current S&OP capabilities and the hurdles they face when seeking process improvements, relying on a four-stage maturity model. This research introduces a new five-stage maturity model. Why? Working with clients, there came a realization that a more granular model might better describe the different stages of maturity, thus helping companies better measure their present state and pinpoint the efforts required to fuel improvements.
In this recent study conducted by Peerless Research Group on behalf of Supply Chain Management Review and Logistics Management for E2open, Inc., discover how supply chain and distribution operations executives are implementing effective communications combined with real-time visibility across suppliers and trading partners to achieve sustainable supply chain success.
This report shares the results of a quantitative research study conducted by Spend Matters and the Institute of Supply Management. The report provides insight on how senior supply executives from top-performing organizations are pushing the boundaries of excellence and forging ahead to manage supply strategically. Learn how organizations are implementing 11 key supply management activities and how direct procurement organizations apply their influence and leadership on the broader extended supply chain.
With increased interest in inventory programs which aim to reduce costs and improve customer service levels, establishing a VMI program can be challenging. A recent survey conducted by Gatepoint Research where 200 executives participated from the manufacturing, retail, telecom and wholesale sector provided insight as to where they see VMI and how they implement their current programs. We discovered 63% of survey respondents don't always have adequate visibility into their current inventory levels. While 38% believe they have too much cash tied up on inventory. In addition, responders still note they do not have adequate access to real time information. This survey provides additional insight and identifies common challenges companies currently experience.
How can supply chain participants commit with confidence in today's volatile, global environment? To bring products to market today, brand owners depend on manufacturing and distribution partners that span the globe. They must manage more moving parts with less control amidst unprecedented levels of complexity and risk. How do you manage demand you can't predict with supply you can't control? In this white paper, you will learn the five building blocks that will help you overcome the fundamental challenges of a modern supply chain. With these building blocks in place, you can raise revenue via profitable demand management, manage assets better with continuity of supply, and reduce working capital, all while better meeting your customers' demanding requirements. Download this white paper now to learn how to make the unpredictable more manageable, and more profitable.
Centralized procurement organizations (CPO) have been gaining in strategic importance as companies struggle to gain visibility and control — especially over costs/spend — in today's geographically extended supply chains. With nearly ten years of experience helping companies establish CPOs around the globe, E2open is now offering this easy-to-read eBook with best practices for making your CPO initiative a success.
In this easy-to-read eBook, we help you understand what centralizing procurement can do for your supply chain and help you build your business case. We share our seven fundamental design principles that can help lead to the successful creation of a CPO, and we offer practical advice for avoiding common pitfalls in the implementation and operation of a CPO. Download your copy now to get started on the right path to building a winning centralized procurement organization for your company.
Successful companies are rethinking their traditional sales and operations planning (S&OP) process and focusing on closing the gap between supply chain planning and execution. Why now? Because although S&OP was designed to get everyone within an organization on the same page, supply chains today can involve hundreds or thousands of trading partners across the globe. Leading brands don't just rely on these partners for execution—they make them an integral part of the S&OP process. This easy-to-read eBook outlines five steps to bridging that gap between supply chain planning and execution.
Social technologies are the subject of a great deal of buzz—and now, some serious research as well. We have all seen numerous “game-changing” technologies come and go without having a significant impact on the way we do business. Are social technologies yet another disappointing example? Or do they represent an opportunity for real, measurable increases in productivity and profitability? In this white paper, we consider the ways in which social technologies can be integrated with current supply chain management systems to reduce information latency, enable better decision making, and produce higher service levels.