Achieving end-to-end capabilities to manage inventory, cost and service is a challenging goal. Campbell's approach to this opportunity and its use of demand sensing to optimize its supply network and improve management decisions offer many lessons for heads of supply chain in consumer products.
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Many leading corporations have made substantial investments in SAP technology to improve supply chain performance with suppliers, customers, distributors, retailers and other trading partners. This white paper discusses how you can maximize your investment in SAP technology with supply chain collaboration in a Software-as-a-Service model.
Few business objectives have been so ill-served as the notion of equilibrium between demand and supply. While the adoption of supply chain management systems has been a multi-billion dollar fact of life over the last 20 years, the ability of companies to truly manage their global trading partner networks in an efficient and effective way has failed to live up to vendors' promises.
Enterprise Resource Planning (ERP) systems have always done a good job of managing the internal business processes of an organization. But in today's global trading networks, business processes—and their associated risks—extend far beyond the traditional four walls of the enterprise, calling on the coordination and cooperation of hundreds, or even thousands, of organizations around the globe.
In this white paper, we explore the widespread changes that have produced a fundamentally different marketplace and business model—and the emergence of a new type of solution, one that leverages existing investments already made in ERP systems to enable unprecedented levels of supply chain visibility and collaboration.
Expansion and globalization of supply chain operations and the risks and pressures created by the global economic downturn have driven renewed interest in vendor managed inventory (VMI) programs. This white paper shows the three "flavors" of VMI along with what it takes to be successful when implementing a VMI program.
Strong competition, ever-shortening lead times, and reliance on partners in a fragmented and extended supply chain are daily challenges for companies in today's global marketplace.
This eBook will provide insight into why you should consider vendor-managed inventory (VMI), what the components are, the process, and more.
Between December 2015 and January 2016, Gatepoint Research surveyed 101 executives on trends in supply chain visibility. This report will provide you with detailed information on the current state of visibility in the supply chain across a variety of industries including visibility depth, how visibility information is used, timeliness of visibility, and much more.
Outsourcing manufacturing is becoming a well-established approach for companies that want to strategically manage materials in today’s fast-paced business environment. To find out if outsourcing has truly been fulfilled over the past two decades, Peerless Research Group (PRG), on behalf of Supply Chain Management Review and E2open, conducted a survey of 94 top supply chain executives. Read this report for a summary of the results and what respondents had to say about outsourcing manufacturing.
Over the last few years, VMI is has become a high profile topic in the supply chain industry. Commonly known as VMI or “vendor-managed inventory,” the model is all about improving service levels and reducing risk while optimizing inventory. The various acronyms, such as VMI, VMR, and SMI, can be confusing, but all refer to different models of inventory management by a third party: the supplier.
As the pressure for operational efficiency grows across the Upstream Oil & Gas industry, and the complexity of operating environments increases, it has also become evident that there is no clear and effective solution to the challenge of project delays. Even where contracts have been reinforced with incentives and penalties, large delays are common, especially in larger projects. In this Oil & Gas Journal article, E2open’s Mohit Dubey suggests changes to operating procedures founded on greater sharing of information between contracting parties that are expected to mitigate project delays and overall risk, irrespective of the contracting strategy used.