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No matter how hard you work to reduce uncertainty in your supply chain, you'll still have to make critical "bets" before key data become available. This three-step approach to decision making will improve your chances of making the right calls.
By laying the proper groundwork and working effectively with their peer group, middle managers can gradually implement lean practices and make big operational improvements—without leadership from the top.
To improve forecast accuracy and collaboration with retail partners, Sony Electronics integrated its S&OP and CPFR programs. The results exceeded both Sony's and the retailers' expectations.
When fast growth led to unacceptably high logistics and inventory costs, the Austrian spice maker Kotányi implemented a supply chain management program to get things under control. That investment helped the company to expand its business and market share while cutting inventory and logistics costs.
Apparently it does. Companies that match their supply chains to the demand aspects of their products enjoy a higher market capitalization than those without a good supply chain fit.
Under pressure to produce "quick wins" in procurement? This seven-step process will help you gain top management's support for strategic sourcing—even in a bad economy.
What do you do when a supplier possesses proprietary technology that adds great value to your products? For Neways Enterprises, the answer was to buy a piece of the company.
Companies need to work with their suppliers, restrain cost cutting, and stick to fundamental supply chain strategies to ensure that their supply chains are ready to move forward when the economy recovers.
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