ITplace.TV a interviewé fluid-e, éditeur de logiciels sous forme de service (SaaS), plateforme de collaboration entre distributeurs et industriels. La plateforme fluid-e offre différents leviers tels que : * Echanger des données, * Accélérer la mise en marché des produits, * Anticiper les besoins, * Optimiser les approvisionnements, * Gérer les processus interentreprises, * Prévoir la demande,
Reducing supply chain barriers could increase global GDP and world trade much more than reducing all import tariffs, according to a new report released today in Davos by the World Economic Forum in collaboration with Bain & Company and the World...
Manufacturing the future: The next era of global growth and innovation, a major report from the McKinsey Global Institute, presents a clear view of how manufacturing contributes to the global economy today and how it will probably evolve over the coming decade. Our findings include the following points:
- Manufacturing’s role is changing. The way it contributes to the economy shifts as nations mature: in today’s advanced economies, manufacturing promotes innovation, productivity, and trade more than growth and employment. In these countries, manufacturing also has begun to consume more services and to rely more heavily on them to operate.
- Manufacturing is not monolithic. It is a diverse sector with five distinct groups of industries, each with specific drivers of success.
- Manufacturing is entering a dynamic new phase. As a new global consuming class emerges in developing nations, and innovations spark additional demand, global manufacturers will have substantial new opportunities—but in a much more uncertain environment.
The disruptions to everything from gasoline supplies to the deliveries of merchandise for the holiday shopping season caused by Hurricane Sandy have demonstrated that our ability to forecast weather events has outpaced our ability to forecast...
An integrated supply chain has become vital to not only meeting consumer demand but exceeding customer expectations. To achieve this, more and more manufacturers are looking to the cloud to make an integrated supply ...
Why Sprint, H&M, Mars see supply chain visibility as crucialGreenBiz.comWhile the Overland Park, Ks.-based company avoided a possible public relations disaster in this case, the incident highlights the necessity for corporations to have visibility...
While this aspect is mostly connected to the B2C-market, the philosophy of sharing will sooner or later diffuse into the supply chain and its processes.
For example, sharing information between logistics companies is currently very constrained. Although logistics professionals strive for more transparency along their supply chain to achieve optimal processes, there are strict regulations when it comes to providing information to other supply chain participants (e.g. suppliers, retailers).
This mentality prohibits a holistic optimization of supply chain processes. Sure, there is always the matter of trust. But in the long run, an encompassing, collaborative supply chain will be for the benefit of all participants as choosing trustworthy logistic partners should be an imperative anyway.
At some point in the future, this approach to sharing will be the key to competitiveness as integrated planning will become more important.
Recently, Arkansas based retail giant, Walmart, has cracked down on its global suppliers warning them that they could be “permanently barred” if they subcontract their work to factories not authorized by Walmart themselves.
Géry Tison, Président de Maison Peneau (chef de file industriel d’Aria Poitou Charentes) et Yves Stervinou, Associé Super U ont partagé leur retour d'expérience dans la mise en place du portail fluid-e de collaboration entre PME et grande distribution.
Les membres de l'ARIA Poitou Charentes ont réduit le coût de transport de 40 à 80%, augmenté la présence et la disponibilité de leurs produits en linéaire et étendu leurs ventes à de nouveaux magasins (article publié dans le n°70 de Supply Chain Magazine de décembre 2012 en pages 34 - 36 - cliquez ici).
At the heart of all e-commerce operations lies the warehouse, and the process of picking products to fill customer orders.
"The most important person in the whole chain is the customer," says Mr Sebba.
"If we don't focus on the customer, then we're lost. So what does the customer want? The customer wants an absolutely impeccable service and she or he wants the product really as soon as she or he can possibly get it."
When your company is selling to the world from distribution centres based in London and New York (and soon Hong Kong) - and you don't have the benefit of a non-union 24/7 elf workforce - what's the answer?
For Net-A-Porter it was automating the process with vast banks of robot pickers.
In an economy still struggling to build consistent and predictable growth, there is far more uncertainty impacting all stakeholders within the supply chain. Just as your company is likely facing pressure to reduce Operating Expenses (“OpEx”), your suppliers are living in the same ecosystem with similar challenges putting pressure on their profits.
When supply chain is asked to do their part in reducing the company’s overall costs, the options are to be Reactionary or Strategic.
The real value of social media for business lies in their ability to tie together disparate aspects of the supply chain, which is every global company's number-one challenge. They can help to fill in the information gaps that keep manufacturers, distributors and retailers from asserting full control over the flow of product and data. And, if utilized properly, they can do it on a real-time basis.
PWC Global supply chain survey 2013 shows how supply chain leaders are moving ahead of the pack. Read the report and see how PwC can help you compete more effectively.
45% of the participants acknowledge that supply chain is seen as a strategic asset in their company [% of participants] Speed and adaptability drive success in a volatile world
Erratic macroeconomic cycles along with disruptions caused by natural disasters have made supply chain management both more difficult and important to business success. To adapt to this dynamic environment, executives are actively managing their supply chains utilising strategic and operational levers at their disposal to transform vulnerabilities into competitive advantage.
This share the insights of more than 500 supply chain experts in Europe, North America and Asia, from companies of all sizes and across a wide range of industries.
The Leaders, as we’ve called them, have consistently outperformed their peers, while the Laggards have consistently underperformed — both financially and operationally. The Leaders in our survey point to the future. They have supply chains that are efficient, fast and tailored — a model that lets companies serve their customers reliably in turbulent market conditions and that differentiates between the needs of different sets of customers.
The data-driven supply chains perfected by some of the world's biggest companies in the pursuit of profits have become so resilient that even a cataclysm like Sandy registers as little more than a logistical hiccup.
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