The supply network–shipments and production of trading partners–represents over 70% of the environmental impact of supply chain decisions. Despite the importance, the investment in networks
When teams say that they want to move to outside-in processes using the crawl, walk, run approach, I say not so fast! The shift is a step change not an evolution. Here I share how to jump into the new paradigm.
I take supply chain management seriously. My focus is writing research for the business leader that is an early adopter attempting to drive first-mover advantage.
Like a secretarial typing pool, the definition of work for a supply chain planning is ripe for rethinking work. The redefinition cannot be crawl, walk and run. Instead, companies need to just JUMP!
On Friday, I presented an overview of outside-in planning to a consulting group. I love the questions when I present. The reason? The dialogue helps
Can we redefine the work of a supply chain planner through GenAI? I think yes. Here we share use cases.
A discussion on data latency and distortion and why it should come first before defining the supply chain architecture.
Another call. Same story. As my client explains that they are delaying their project to build network interoperability due to complications with their Enterprise Resource
The supply chain is a complex, non-linear system. Supply chain excellence is easier to say than define. The Supply Chains to Admire analysis, now in its tenth year and publishes here, celebrates 34 winners.
In this blog, we challenge traditional thinking to embrace supply chain planning to better manage a complex system that is growing in complexity. Here, I share insights on the Leverage Points in the Supply Chain as places to start. The blog builds from the Donella Meadows Project.
