In 2007, the average company took six months to sense market shifts and adapt its supply chain. My estimate, based on work with clients, is that if a downturn happened today, the average company would take 20-30% more time to adjust than in 2007. Here I give insights on preparedness.
If you are struggling with supply chain planning, dancing in the light of shiny objects, and scratching your head, please read on. My goal is to help you.
Please do not AI Stupid. What do I mean? AI Stupid is putting agents and agentics on top of existing architectures believing that making them faster and hands free add value. To me, this is fools play.
I love AI. I am excited about new technologies. To this end, I want to shine a light on how new technologies can help address the black holes and inconsistencies in today’s supply chain, which largely stem from the limitations of the first generation of supply chain planning and execution technologies. In this blog, I give you three places to start.
This post aims to shed light on a dark, automated world where supply chain leaders believe they have answers and are busy automating outdated processes but not driving value.
In this blog post, Lora Cecere, Founder of Supply Chain Insights, asks if our current focus on doom and gloom is a fog machine, and a barrier to driving improvement.
The populist narrative of supply chains focuses on sourcing ignoring the impact of historic practices that are no longer best practices creating waste and inefficiencies.
When I was a teenager, I spent afternoons after school with my dad. As he lost his vision to macular degeneration, he taught me to
In my writing, I try to get clear on definitions. The supply chain space is heavily laden with acronyms, gobbledygook, false narratives, and over-hyped, fast-talking
In a recent blog post, I was challenged by Anna. She wrote, “I have been working in the supply chain for 35 years, and we
An analysis of four strategies that worked over the last decade to improve supply chain value.
In the face of disruption-after-disruption, now is the time to ask should be redefine supply chain planning and execution. Lora Cecere, Founder of Supply Chain Insights, says it is time. The value proposition is improving the time to make a good decision.
