Supply Chain

We live in a time when talent management tools, the nature of work, and the needs and desires of the future workforce are all converging in a way that enable us to reimagine the ways we hire, train, manage and engage employees. Those that take advantage of this convergence will win the future.

Supply Chain Visibility gives a clear view of inventory and supply chain activity, creating an agile global supply chain

In September 2013, GT Nexus conducted a survey to compare and contrast retail consumer buying patterns and product delivery expectations in the context of today's new multichannel retail environment. It found that consumers purchased across an array of channels, trending towards greater variety with younger demographics.

The IBM Institute for Business Value executive report, “Chief Procurement Officer Study: Improving competitive advantage through procurement excellence” examines the practices of those select few procurement organizations that have developed and mastered the capabilities, influence and innovation that enable them to contribute to the competitive advantage of their enterprises.

Cornerstone OnDemand is elevating the concept of what talent management software can do for your business. We put employees at the center of the strategy, providing them with a one-stop, collaborative destination where meaningful work gets done and where they have easy, convenient access to the resources and information they need, across multiple devices. And our cloud is the catalyst that brings it all to life.

Your company is growing with new subsidiaries, new acquisitions and new global markets. You need to run these new entities efficiently and get real-time visibility into their performance—but can you afford a year-long implementation and multimillion-dollar price tag to standardize global operations on your on-premise ERP system?

Supply chain managers have no peer in understanding the complexity of the global economic and regulatory environment. And, they are well positioned to expedite a cutting edge approach to public-private security cooperation.

Almost seven out of 10 business leaders believe supplier risk analysis will become more complex as they expand into new global markets. That’s according to research by the Economist Intelligence Unit’s report Strategies for managing customer and supplier risks, sponsored by Dun & Bradstreet.

Much of the analytics effort to date has focused on the demand side of the supply chain equation. Yet analytics can be applied just as effectively to the supply side to assure reliable and cost effective inventory, capacity, and supplier capabilities. The insights here can help companies build a supply analytics competency that will lead to better business decisions.

Some work toward a comprehensive Enterprise Risk Management system while others respond piecemeal by putting specialists in place to manage specific threats. Where does your company fall along this spectrum?

You need to ship before your customer places an order. Some of you may be thinking that this strategy is more ridiculous than the original customer’s unrealistic expectations, and it may be, but there are ways to make it work.

With the increase of on line buying and sourcing of goods and services, educators, consultants, writers, and industry leaders have spent a great deal of time and resources attempting to improve the identification and selection of suppliers and the associated purchasing processes.

Career paths are not narrow, ladder-like pathways; they consist of broad, irregular landscapes. Along the way, you will almost certainly make lateral moves in response to unexpected obstacles, opportunities, and shifting ambitions.

This paper offers guidance for executives and managers who have a stake in the success of O/O initiatives, and provides a risk intelligent approach to address the risk and maximize the value of an O/O strategy.

Apple still has the trust of the market and this is a perfect ammunition to defeat competition. What the company needs is lower its cost and up the quality of its products and the market will do the rest.

Today, and into the foreseeable future, retailers must move past multi-channel retailing to omni-channel retailing. While the two are similar, omni-channel focuses on creating a homogeneous customer experience across all channels. The customer experience is brand focused, versus channel focused. Brick-and-mortar stores become part of the retailer’s overall supply chain and should be considered an inventory and fulfillment source to meet the demands of their customers.

Driven by the pressure to control operating costs and focus on core competencies, the past few decades have witnessed a growing trend toward offshore manufacturing as firms move their production activities from developed countries to emerging economies.

For years, the labor rate has been the primary advantage benefiting Chinese manufacturers. However, wage rates in China are growing at an accelerated rate, and IHS predicts that China will lose its low-cost edge for some products in the near term.

This year, the survey, conducted by IDC Manufacturing Insights, gathers insights from nearly 350 executives in North America, Latin America, Europe and Asia, on their current and upcoming plans for driving change in the “chain.” The following pages of this executive summary reveal the top findings around areas where high-tech logistics executives prepare to skillfully shift gears in their supply chains.

This Market Spotlight combines past research with current thinking about the challenges that continue to face manufacturers. It also discusses how visibility defined, and then enabled through cloud-based collaborative networks, can be a powerful tool in both solving existing business problems and anticipating new ones.