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Government decision makers rarely consider the impact of infrastructure investments on supply chains. But they should: Failing to do so will stifle a nation's economic competitiveness.
Like many electronics companies, Teradyne has outsourced the production of its high-end equipment. But that doesn't mean it has given up control of its supply chain. Far from it.
The supply chain profession needs a more comprehensive model for measuring the effectiveness of both internal and external supply chain management. Current models don't quite do the job, the authors contend.
Forget low-cost country sourcing as a strategy. Today, a comprehensive approach to procurement requires that companies also consider total supply chain costs and lead times. This means that the most profitable source may be close to home.
Companies need to stop beating down suppliers on costs and collaborate with them to control costs for both parties, says Jimmy Anklesaria in his book, Supply Chain Cost Management: The AIM & DRIVE Process for Achieving Extraordinary Results. In this excerpt, he explains how companies can get this process going. The most important steps include understanding how suppliers price their products and identifying suppliers' critical supply chain costs.
In this real-life story, a consumer products company uses the SCOR model to improve its supply chain performance and change the way it approaches problem solving.
At Whirlpool, being green is more than just talk. Not only has the appliance maker taken the lead in developing energy-efficient products, but it has also redesigned its supply chain with an eye toward conserving energy and cutting air pollution.
Don't worry if your company isn't a corporate giant. Small to medium-sized businesses (SMBs) can use supply chain management to drive a corporate strategy that increases revenues and profits.
Trading partners have a vested interest in working together to minimize risks that disrupt their businesses. Here's why they should share that responsibility.
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