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.
When it comes to combining tech, 1+1+1 should equal more than 1. The impact should be exponential. Unfortunately, today, the answer is 0.
What do I mean? Let me explain.
I find that the supply chain technology market moves slowly along traditional technology lines. Conferences are usually focused on the use of technology, not on redefining work. This bothers me. I want it to bother you as well.
Here I share some insights to drive change.
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to shed light on a dark, automated world where supply chain leaders believe they have answers and are busy automating outdated processes but not driving value.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.
In 2002, I had the opportunity to work with General Mills. I walked away thinking, “What a great company!” At that time, the sales organization
Holding my coffee tight, I gingerly slid into the last seat on the bus. It was early morning following a long night of travel. I
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.
Today’s supply chains focus on cost reduction with the assumption that the reduction in cost will translate to margin. This is not the case.
The lack of organizational degrades value.
Traditional supply chain planning approaches push all products through a common engine to produce time-phased output. The demand stream is analyzed for error and bias, but in traditional processes, companies do not see the patterns. Pattern identification is key to drive successful supply strategies. This is a missed opportunity in traditional approaches.
