Veenendall Find Your Match

When it comes to supply chain partnerships, there are many fish in the sea, so brands should not settle for anything less than a perfect match.

By Hans Veenendaal

Sooner or later, every relationship arrives at a point that fills partners with excitement or dread – defining the relationship.

Even relationships that are defined still require a status check every once in a while, forcing partners to reflect on success, how things are going and what each partner brings to the table. Brands must do the same, given much of their success is contingent on collaboration across multiple relationships. As digital transformation continues to heighten customer expectations – from seamless e-commerce experiences to two-day shipping – relationships with supply chain partners become even more important. Supply chain partners are the lifeblood of an optimized supply chain and can be the key to securing consumer satisfaction.

Sander Yedavalli Embracing Risk

In the digital age, leading companies recognize the potential for supply chains to act as strategic drivers that disrupt their industries.

By Regenia Sanders and Vasu Yedavalli

Supply chain is often viewed as little more than a standard operating function, particularly for business-to-business (B2B) organizations. Yes, it’s been subject to continuous improvement, but largely for cost reductions or operational efficiencies. Even if you’ve relentlessly optimized your supply chain, how could it possibly be better?

Wrong question. In the digital age, it’s not just about making your supply chain work better. It’s more about making it work differently. Leading companies see their supply chains as competitive differentiators and strategic drivers — as disruptors that leave competitors racing to catch up.

How can your company embrace risk and evolve your supply chain into a disruptive force? Start with these considerations.

Bowen Prepare for Change

Know where you are today. Know where you need to be.

By Steven Bowen

A recent research paper from the Global Supply Chain Institute (GSCI) found that increasing complexity across the supply chain and cost-savings fatigue is driving the need for a new approach to achieving competitive advantage. Supply chains that are not adopting this new approach risk being left by the wayside as new technologies and more collaborative ways of working come to the forefront. The question for supply chain leaders is this: How well is your end-to-end supply chain truly positioned to adapt to new technologies and capitalize on growth opportunities?

Answering this question in any meaningful way requires taking a “warts and all” look at your current buy-make-move-fulfill supply chain to establish exactly where you are right now, where you want to be and how you are going to get there.

Value Point web photo 1

Point of use vending solutions enable companies to lock down indirect and MRO materials spend.

By Spence Webb

Industrial vending and point of use (POU) solutions have evolved over the past twenty years to accommodate an ever-increasing demand for clients need to operate smarter, leaner, and capture out-of-control spend in the historically taken for granted and largely ignored category – indirect/maintenance, repair, operations (MRO) materials.

Depending on the needs and desires of each client’s application, there can be many POU options and styles to choose from. Security and accountability are usually primary performance drivers along with data-driven intelligent usage/requirement based purchasing and stocking decisions. Clients can choose from carousel or locker style machines where selected securities can require badge or RFID identification, controlling product style and volume limits and providing for multi-layered spend analysis to eliminate spend waste and identify rouge usage. These solutions also provide for dispensing and usage tracking on high volume low dollar items and/or VMI managed products that serve the end user better by being as close as possible to the usage location.

Retail Time Data

Accurate and real-time inventory data can give local retailers an edge in competing against online shopping portals.

By Mark Cummins

The way we shop is evolving rapidly. “Research online, buy offline” is quickly becoming the most likely path to purchase and shoppers are now used to seeing what a store has in stock at the click of a button.

In order to remain competitive, retailers need to be able to predict what customers will want in the coming hours and days in real-time. The technical challenge is immense, and is still a work in progress for most retailers.

For customers, time is a precious commodity and their number one priority is convenience. Take for example a typical millennial trying to buy a brand or product of interest: their natural first instinct is to take out their phone and search for it. What they experience next is deeply broken – dozens of e-commerce results, but almost no information about where the product they desire is available locally. If a store 50 feet away has the product in stock, they might never know.


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