Posts Tagged ‘Supply chain management software’

Part 3: My thoughts on Gartner’s Magic Quadrant for Supply Chain Planning System of Record

Published April 22nd, 2014 by Trevor Miles @milesahead 0 Comments

I was recently asked three questions on Gartner’s Magic Quadrant for Supply Chain Planning System of Record. As I said earlier, I want to share these videos with our readers…

The three questions I was asked were:

  1. What do you think of the Gartner Magic Quadrant for supply chain planning system of record?
  2. In your opinion, how does RapidResponse differentiate itself as a supply chain planning system of record?
  3. From your experience, what is the level of understanding of planning systems of record in the market?

Here’s my response to question #3. If you haven’t checked out my response to question #1 and question #2, you may want to view them first. Enjoy!

The report positions vendors based on completeness of vision in the supply chain planning system of record market and on their ability to execute to that vision. If you’re interested in reading the full report, the Gartner document is available upon request at

Posted in Control tower, Demand management, Milesahead, Sales and operations planning (S&OP), Supply chain collaboration

Know Sooner. Act Faster. Not just a supply chain software conference theme

Published November 6th, 2013 by John Westerveld 0 Comments

We recently held our user conference, Kinexions, in Scottsdale Arizona. Attendees from around the world gathered to learn, laugh, share and connect. The event was kicked off by an address from Kinaxis CEO, Doug Colbeth. This was followed by an inspiring talk by Sir Ken Robinson discussing finding your passion: how you need to find what you love to do and then you’ll never have to work a day in your life. That was followed by several customer presentations describing how they’ve used RapidResponse to know sooner and act faster. And actually, that was the theme of the show…“Know sooner, act faster”.

If you are a Kinaxis customer, you know what this tagline means. For those who aren’t, this is what we are talking about:

Know sooner: Imagine that you have a supply chain disruption. Your supplier’s line has gone down and they’ve decommitted the next few weeks of orders while they make repairs and get caught up.   Imagine you found this out first thing Monday morning.  With your current ERP system, how long would it take you to understand what that delay would do to your production schedule?  What customer orders would be impacted?  What does this do to your weekly, monthly, quarterly revenue targets?  Maybe the supply delay really only impacts safety stock and minimally impacts actual customer orders. Perhaps the supply delay impacts millions of dollars of revenue.

Not knowing means either lost time working on minor problems (while more significant issues are ignored) or potentially not working a problem that could impact your company financially. Now, what if you had a system that would notify you when something like a supplier line down occurred.  Imagine if you could configure the system to only notify you if this change impacted customer revenue? Further, what if this system could lay out for you what the revenue impact was and the items causing these orders to be late. That is how you know sooner.

Act Faster:  Now imagine that the line down situation described above actually does drive millions of dollars of lost revenue? What would you need to do to recover? Do you find another supplier?  Can you substitute the late component with another equivalent component?  Can you offer customers a higher end product in place of the ones that are short? Or is it better to just accept that the late/lost revenue? Each of the possible resolutions have cost, revenue and customer service implications.

If you are using a traditional ERP system, you will need to pick one approach and go with it because you cannot effectively simulate different options, and even if you could, with the limited reporting capability inherent in today’s ERP systems, you can’t easily see the impact of those options on revenue, margin and customer service.  To act faster, you need to be able to identify those people affected by a change, collaborate with them to simulate the possible resolution options and then compare those resolution options  to see the revenue, margin and customer service impact.

When plans and events create risk/opportunity for you, the speed at which you bring together the right people to collaborate will make or break your operations performance.

It’s not difficult to see that knowing sooner and acting faster is a competitive advantage. Other factors being equal, reacting to changes in your supply chain faster than the competitions means that you will win more business, hold less inventory and earn more profits.






Posted in General News, Response Management, Sales and operations planning (S&OP), Supply chain collaboration, Supply chain management

Bricks Matter Book Review: Part 1

Published March 6th, 2013 by Kirk Munroe 0 Comments

I received my personally signed copy of Lora Cecere’s Bricks Matter and it immediately had me thinking that I have always wanted to do a book review.

As for reviewing this particular text, I also thought it might be nice to bring a perspective that was not steeped in traditional supply chain knowledge and experience.  Having spent the last 15 years in enterprise software, I am continually struck by how different the value chain of plan-source-make-deliver-return, along with the associated supplier and customer touch points, is with enterprise software.  Thinking about it the other way round, I have no natural biases in reading the book from the perspective of how I think value chains should be structured.

So, here goes.  This will be a seven-part series.  One blog per chapter with a final, summary review to wrap up.

The first chapter, Why Bricks Matter, starts us off with a great tone and foundation for the rest of the book.  I was expecting the chapter to be a history lesson on the last 30 years of supply chain, which it certainly covers, but it is also a lot more.  The chapter acts as a blueprint for the rest of the book, but more importantly, a blueprint for value chains of the future.

Bricks MatterBefore getting to the history-for-the-purposes-of-future-blueprint section of the chapter, it is important to point out what Lora refers to when she says, “bricks.”  Lora points to three components of building the right BRICKS: (1) Buildings and the Right Use of Assets, (2) Expansion into BRIC countries, and (3) Supply Chain Process Knowledge.  The building blocks lay out the essential components to value chain strategy creation for the short-term and the future.

Lora does a brilliant job of telling the history (and of the immediate future stage) of supply chain management by looking at each 10-year stage (generation) of supply chain by the pioneers who defined each generation: What were their backgrounds?  What challenges were they facing?   What was the state of information technology?  This backdrop really helps understand why choices (good and bad) were made in the past and the likely path leaders will need to take to drive value chain excellence in the future.

Moving on from the pioneers themselves, Lora shifts (literally) to the five shifts in supply chain processes after pointing out why supply chain processes are so important.  In my opinion, these five shifts act as a blueprint for supply chain excellence more than other maturity models that I have seen.  Each model obviously has a place, but Lora’s model is very practical and easy-to-understand, covers all aspects of the value chain, and frankly, points out the stages that supply chain leaders are progressing through today.

Lora wraps up the chapter with a discussion of the supply chain leaders – based on solid evidence.  I will leave the discussion on these leaders for future blogs.

To summarize chapter 1, it does a great job giving the history of supply chain management and the beginnings of a blueprint for the future. I am really looking forward to the next 5 chapters.

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Posted in Sales and operations planning (S&OP), Supply chain collaboration, Supply chain management

What’s The Coolest Place to Work?

Published March 4th, 2013 by CJ Wehlage 1 Comment

CJ Wehlage recently joined Kinaxis as vice president, high tech solutions. Wehlage joins a senior team of technical and industry experts that are a highly-leveraged resource for the company’s most critical initiatives across the sales, marketing and client services organizations.

Wehlage brings over 20 years of industry experience both as a supply chain practitioner and an industry research analyst. We asked CJ how his first month with Kinaxis was going. Here’s what he shared:

Last week I met up with an old friend, a supply chain executive in the Valley and we caught up on the last 20 years. I shared my journey with several large companies: Apple, EMC, Bose, AMR Research, Sony and now Kinaxis. As we were chatting he asked, “what’s been the coolest place to work?”

I thought a good bit about it.  Was it the Friday afternoon beer-bashes at Apple? Was it the walks over to Dunkin for coffee with the AMR analysts and talking best-in-class supply chain research?  After some thought, I told him the coolest place was where I learned something every day, where the environment is not only open to learning new concepts, but also executes them. That’s the definition of innovation (…The free products & company logo shirts were pretty cool too…).

That’s the reason I joined Kinaxis. The product is innovative, implemented, and delivering on the promised benefits.

In these past 30 days, I’ve watched > 20 videos of Kinaxis presentations, met with > 15  clients & analysts, and read > 30 case studies of Kinaxis success stories.  The one theme that resonates is that customers love using Kinaxis.  Why? Best answer I’ve received, “I’ve got a lot to deal with, and not a whole lot of time to solve it”.

A lot to deal with = complexity

Not a whole lot of time = speed

It reaffirms my belief in the equation: complexity is the inverse function of agility (or speed).

In my 23 years of supply chain business, a constant has always been “complexity”. I’ve seen, and probably can be blamed, for high tech supply chain outsourcing. China, Mexico, Eastern Europe, 3rd Party providers, Multi-Sourcing Suppliers, you name it, High Tech supply chain footprint is complex.  Removing a SKU off the price book – never saw it in 23 years – product is complex.  My favorite complexity story was at the AMR conference, Cisco’s Angel Mendez presentation:

“On its first night of continuous operations in 1973, Federal Express delivered 186 packages to 25 US cities…”

Pause… plays some Enya “Orinoco Flow” music.

“FedEx delivered 9 million packages to 220 countries …last night.”

To put it bluntly, speed cures the ills of complexity. Don’t like your monthly S&OP cadence?  Try doing S&OP weekly, at the SKU level – Samsung does… and their market share results show why.

Why is speed so important?  For obvious reasons, speed enables better margins & profits, improves cash flow, lowers COGS, and addresses quality issues faster, better cost-to-serve and a greater shot at improved market share.  Case in point: one very complex situation that most supply chain’s run into is EOQ (End of Quarter) or the fun term: Hockey Stick effect.  Speed can make or break the EOQ profit.  At EMC, we’d get 40% of the quarter’s orders in the last week (or some would say, the last day).  We would need to align various sales geographies, factory & distribution personnel, finance, and supply chain around the single goal of most profitable orders.  The traditional thinking of improving speed of transactions between systems was usurped by improving speed of knowledge between people.  The end benefit was amidst all the EOQ complexity and limited time, everyone was focused on just the most profitable orders.  Inventory movement was optimized, premium freight was minimized, and overall COGS was controlled.  We even got a side benefit where inventory was prepped for the next quarter – and commits (on time delivery) were maintained.

The other reason, one which is not so obvious, is that speed enables innovation.  I love asking supply chain executives how they innovate their supply chain. Here’s how the conversation typically plays out:

Q. “How do you innovate your supply chain?”

A. “We simulate new strategies and supply chain models, and test them against business outcomes”

Q. “When and how often does your team do this?”

A. “Well, after we complete the plan, share it with Sales & Marketing, align it with Finance, finalize it with our suppliers, communicate it out to our customers, expedite critical orders, resolve inventory stock outs, adjust the BOM’s impacted by ECO’s, and true up the NPI/E&O plans, we then have the time to focus on innovation.”

I’ve seen so many supply chains get caught in the cycle of managing the day to day complexity.  Speed, applied the right way, doesn’t get rid of complexity. Rather, it allows your organization to rise above complexity, and have the time to ask what if questions, and execute what if scenarios.  When you get to this stage, your supply chain will be “not only learning new concepts, but also executing them”.

And, that will be a cool place to work…


Posted in General News

My number one prediction for enterprise software in 2013 is … New user experiences (UX) will finally start to emerge

Published January 7th, 2013 by Kirk Munroe 1 Comment

Over the holiday break from work, two interesting and time-consuming events occurred that really made me reflect on just how bad the UX of most enterprise software continues to be.

Up front, I am not just talking about user interface (UI) in this regard.  The rise of mobile platforms, visualizations of big data and many other factors have led to many new UI improvements. These new graphical interfaces, especially some of the new visualization styles with interaction, might serve to move the bar on business productivity in a small way, but I just haven’t seen anything yet that will transform business productivity in a meaningful way.

Back to the observations.  First, our family became inundated with iPhones.  Both of my teenagers asked for iPhones for Christmas, but were denied by their parents – Mr and Mrs Grinch.  However, Santa – in the form of grandparents – came through in the clutch with gifts in the form of money.  This money was quickly converted into an iPhone 4 for each of them.  (I could do another whole blog on how Apple manages to charge $400 for mobile technology which is three generations old against their own platforms – not to mention the industry!)

My number one prediction for enterprise software in 2013 is … New user experiences (UX) will finally start to emerge

The Apple story of great UX is hardly new, but it is truly stunning to think that two teenagers can buy a phone, download upwards of a dozen apps, and then do everything from gaming to controlling the TV within minutes without thinking about reading documentation or taking training for a second.  Many of these applications are not written for areas where my kids are experts.  The apps – in conjunction with the device – turn people into experts.  Now, let’s think about your average enterprise software UX.  You buy software to help make you more efficient and/or effective at a business process where you are already an expert and you are then faced with manuals and training classes just to perform tasks that you were already doing!

The second event was the ridiculous amount of time I spent playing Far Cry 3 from Ubisoft, one of the latest “open world” first person shooters (FPS) from Ubisoft.

I find this game very addictive solely based on the UX.  The approach to the game (leaving aside the ridiculousness of the storyline – whether it is a parody of other first person shooters or not) actually mirrors business in many ways.  There are specific missions that you have to carry out, but there are many paths you can take to achieve the goals of these missions.  Also, like business, gaining experience on side missions helps gain you the skills you need to complete the main storyline missions faster with less damage.  Sound familiar?

The depth of the world and missions would make it a little hard to cover in a single post, so I am going to stick to the act of hunting and capturing the bases of your enemies.  In these areas, the three parts of the game that really set itself apart are:

(1)    The interactive map

The interactive map allows the player to clearly see safe zones vs. enemy territory, hunting grounds, main and side missions, vehicle locations, and more.  The other thing is that the map is also a main navigation point to launch into missions. You can fast travel to areas you occupy and drop markers to help navigate from the general heads up display in the first person view.

In the case of enterprise software, why should we not expect the same type of interface?  This is especially true when managing our value chains.  Why not see our customers, suppliers and logistics suppliers on the same map?  And not just a static map, but the ability to navigate into problem areas (or potential problem areas) without having to “alt tab” into another application (or multiple applications) to address it.

(2)    The heads up display with tagging

In the standard “first person” display in Far Cry 3, you have a camera that you use to help identify and tag objects (enemies, animals and so forth).  It makes it so much easier to execute missions when you know what is going on around you and how your surroundings are likely to respond.

We do this in business all the time.  We identify the markets we want to go after, our most important customers, high risk projects, low margin business, and on and on.  However, in our day-to-day execution of the business, how many of these things appear in our “heads up display?”  Likely none.  Would it not be a lot easier to execute on strategy if you always were aware of the most strategic options available to you right now?  The decisions that would make sense and those that would not?

(3)    The many ways to achieve the goal, but always rewarding the least messy option

The final parallel worth mentioning is that there are many ways to achieve the same goals in the game.  One of the rewards that you accumulate in the game is experience points (XP).  The game rewards higher XP for the least messy options in achieving the goal.  Should business not be the same?

Why will these UX finally appear in 2013?  It is not like UX is a new idea nor is Far Cry 3 the first FPS to offer these type of experiences?

I think the answer to this is two-fold: (1) many companies now have the transactional infrastructure and codified data to allow these UX to emerge and (2) with the continued explosion of corporate-relevant data, if these new UX do not evolve, companies truly will (continue to) drown in data.

In closing, I know the naysayers point of view on the topic.  Building great UX for games and other consumer applications is easy because the stakes aren’t as high.  To that I say, “that logic is reversed.  If the stakes are so high in business and the consumer applications so trivial, how can enterprise applications not have better UX than the consumer applications?  Why are we investing in play over productivity?”


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Posted in Control tower, Demand management, Inventory management, Response Management, Sales and operations planning (S&OP), Supply chain collaboration, Supply chain management

Has hyperbole in enterprise software marketing gone beyond the point of no return?

Published June 18th, 2012 by Kirk Munroe 2 Comments

HyperboleI was recently reading an excellent blog post from Josh Greenbaum, where he had a great take on Larry Ellison undermining Oracle’s Cloud strategy (and execution) with his outlandish statements.  Although not explicitly the point Josh was making, it did make me think that the marketing of enterprise software may have gone too far to ever come back.

Up front, at times I may have been guilty of over stating the value of software in the past … although I am confident that those cases were few and far between and certainly not intentional!

Joking aside, I think a lot of the hyperbole in enterprise software marketing is unintentional.  To be a little more cynical, maybe it is more accurate to call it “ignorant.”  Let’s face it, the people marketing the software rarely, if ever, use it at all and even more rarely have used it as intended in production.  This is also not anyone’s fault.  The majority of enterprise software is intended to solve problems and enable processes that are not relevant to the company producing the software.

Another interesting phenomenon is that so many prospects expect the software vendor they are evaluating to provide competitive intelligence on the other vendors.  Interesting in that the request is aimed at the least unbiased source on the planet, and also interesting because virtually every ethics (and legal) code would state that the software company should not even have been looking at a competitor’s product in the first place.

Another of the main drivers of the hyperbole in enterprise software marketing comes through the RFI/RFP/RFQ process and product bake-offs where features are being requested by IT that will never be used by the business users in production.  So many companies still issue RFPs and product bake-offs (e.g. POCs, customer demos, etc.) for software.  Everyone on both sides of this equation knows that the answers will likely not be a big driver in the decision (and often may not get read – sometimes the questions themselves aren’t read before issuing!), but that every vendor is expected to offer at least a “conditional yes” to each and every answer, leading to massive stretching of the truth.

Last of the drivers, at least for the sake of getting through this blog, is that big enterprise software companies keep buying so many smaller software companies that the task of messaging what each piece does on its own and as part of a greater “solution” is more complicated than creating a cold fusion reactor.

This all leads to the question posed in the title, “Has hyperbole in enterprise software marketing gone beyond the point of no return?”

I expect it will surprise no one that I have a strong opinion on this, after all, why would I have bothered with the blog in the first place.  The answer is a … drum roll please … YES.  But like every one-word answer to a complex question, there is a “but” or in this case, an “unless.”  The “unless” is “unless businesses completely change the way they purchase enterprise business software.”

Companies need to remember the reason they are buying enterprise business software in the first place.  The only reason they are – or at least should be – buying software in this category is some combination of:

a) enabling a business process that they could not do previously,
b) making an existing process better or
c) tackling new business problems in a manner that was previously impossible.

With this in mind, why would I not be buying a complete solution to the problem?  Some recent surveys that I have seen are already showing a big shift in anticipated buying behavior from the still prevalent buying “on-premises” software and skipping the logical next step of buying “on-demand” software and going all the way to outsourcing the process completely.

Let’s also be clear that I am not talking about “solution marketing” here.  This could get me on a rant that could go on for days.  The move from “product marketing” to “solution marketing” has turned out to serve no purpose other than wasting millions of hours in unnecessary meetings to end up with ….non-differentiated messaging…. software being purchased in exactly the same manner as before…. and software delivery that is identical as before this “transformation.”

The revolution that has to come in the enterprise software space is that companies have to start buying services with software embedded in them vs. buying, installing and deploying software in the hopes that it will make process better.  This change will not only shorten sales cycles and reduce time-to-value, but it will force software companies to innovate to drive better business and not to best answer the next RFP.  Innovations aimed at making business more effective vs. making IT departments happy.

What I am pointing out is more than buying software-as-a-service.  The trend that capitalized on was a step in the right direction, but all the cute logos of software with a line through it does not change the fact that their customers are still buying software, albeit without the headaches of installing, deploying and administering an “on-premises” nightmare, with apologies to everyone still running Siebel.  The “” that I am talking about would be selling “outsourced sales force automation” and maybe even “outsourced customer relationship management” where they become responsible for automating the whole process and not just the software that supports the process.

Where do we have examples of this working today?  An example in the consumer space is Facebook.  Yes, Facebook.  Although you probably have not thought of them this way, if you are a Facebook user, you have effectively “outsourced” the management of your personal relationships for those relationships that you are unable to have face-to-face.  (If you have also outsourced your personal relationships that you can have face-to-face, please stop.  For all the couples who communicate wall-to-wall, please trust me when I say no one wants to see that.  Your friends just are too nice to tell you.)

I realize that Facebook might be a dangerous metaphor here as the users do not pay for the service nor does Facebook take any responsibility for how well you manage your personal relationships.  However, we are starting to see this “outsourced service including software” get a foothold in the business space too.  As an example, a number of companies are popping up in the space of marketing automation, capitalizing on selling click-through type services without the need for redirects and capture forms.  These companies are not positioning themselves as selling software.   They are selling a service that is powered by software.  They take all notion of the headaches of software out of the equation.

An example of this, and there are many more, is Rocket Fuel.  They certainly still talk about products and capabilities, but they are much better positioned to deliver on real business outcomes through their model.  Customers are buying a solution, not buying software with the hope that it will provide the solution.  This model just makes so much more sense for all parties.  Customers benefit through the software company owning much more of the end-to-end problem.  The software company benefits from owning their own destiny on results, and thus customer satisfaction.

Am I saying that the current model of “on-premises” software never works?  Of course not.  It is just antiquated and ridiculously inefficient.  Thinking about it from an outsourcing perspective, in the traditional enterprise software model, the software company is effectively outsourcing its chance of success or failure to the buyer’s IT department – the same IT department that is already overwhelmed, understaffed and completely untrained in the actual business process more often than not.  The purchasing department is in the unenviable situation of paying up front for software that might not show benefits for 24-36 months or more.  If ever.  No wonder software companies are guilty of “drive by selling” and no wonder procurement departments beat up software companies for massive discounts.  The only way this model works is when the software company continues to have upside in the account after the first sale, and when the company takes the time and makes the investment in IT in terms of adequate funding and, more importantly, training on the actual business problems that will be addressed by the software.

I am suggesting that it’s time that we all  go much further – that (almost) all processes that can be automated can be outsourced as a service where the software is transparent to the process.  This is not cloud computing.  It is more than cloud, but would not be possible without cloud.

I mean big processes, like those that currently fall under ERP, CRM, SCM, HRM and so forth.  This does not suggest that it is a “one size fits all” either.  The new – or transformed – companies that provide these services should be able to tailor the services to match the specific strategies that their customers want to automate.  This is about driving innovation not locking it down.

A great metaphor of this type of transformation is how we fly today.  Human nature makes it easy to think about how much worse the experience is with security post-9/11, but think about how much easier it is to fly that when we had to get paper tickets.  You would have to go to a travel agent to pick up your ticket, or get to the airport ticket counter early.  The alternative was having the foresight to be able to have the lead time to get it mailed.   The entire process of moving from paper-only tickets to electronic-only tickets took just over 10 years.  In the big picture, these transformations can happen very quickly.  There are many more examples. Many of us have now completely outsourced our music listening needs to Apple.  “Dad, what is a record store?”

So back to the question.  Marketing of enterprise software has gone beyond the point of no return in terms of rhetoric and hyperbole, but it is OK.  Enterprise software needs to be thought of and executed in a completely new manner anyway.

Oh … and one last thing … Kinaxis has customers in 390 countries. :)

Posted in On-demand (SaaS)

On the road again…upcoming events for Kinaxis

Published June 14th, 2012 by Lori Smith 0 Comments

‘Tis the season for events, and Kinaxis folks are raking in the frequent flyer miles as a result!  Here’s where we are at in the coming week.

kinaxisHappening right now, we’re exhibiting at the APICS Best of the Best S&OP Conference in Chicago.
If you are there, be sure to stop by table #12 – we’ll be doing live product demos throughout the day.


We are also proud to be a platinum sponsor of the SCM World Leaders Forum, which will be held June 17-19 at The Grove in London, England.

The SCM World Leaders Forum is an annual closed-door retreat for the world’s supply chain and procurement elite, bringing together the most influential C-level executives from the global business community.

Speaking during the Kinaxis sponsored session is Jim Rowan, former COO of RIM, on the topic of:

Value Chain Architecture as a Competitive Weapon: A Discussion on the Future Design of Value Chains

As the saying goes, “The early bird catches the worm;” however, “the second mouse gets the cheese.” Designing a supply chain that is fast and effective, yet protects against unforeseen risks is no longer a differentiator, it has become table stakes.

The value chains of the future will not only provide speed and risk mitigation, they will transform today’s cumbersome weekly management meetings into “real time” S&OP discussions centered around exception-driven dashboards delivered via wireless technology directly to the CEO. This is beyond the cloud — this is using value chain architecture as a competitive weapon.

And  also next week (June 19-21) is the European Supply Chain and Logistics Summit in Berlin, Germany, where Trevor Miles and  Roddy Martin will host an interactive workshop on:

“The Myth of the One Number Plan”

For some time, there has been a movement to drive the entire organization from a single operating number, usually the budget. In theory, that is a good thing, as long as you have the right number. The budget is what the company wants or wishes to happen; very seldom is it what is going to happen. For that matter, so is the sales forecast. Learn how range planning can reduce risks and breed a more profitable operation by working on the premise that being ‘roughly right’ is far better than being ‘precisely wrong’

If you are at any of these events, please be sure to drop by, or email us to set up an onsite meeting.

Posted in General News, Supply chain management

When a customer recognizes your hard work….

Published June 12th, 2012 by Kirk Munroe 0 Comments

Last week, we had the great pleasure of being awarded a 2011 Total Cost of Ownership (TCOO) Supplier Award from Celestica, which recognizes suppliers that support Celestica’s TCOO sourcing strategy to provide its customers with the best possible supply chain solution for their products. award

Kinaxis was honored with the “Best IT Technology Partner” award.

It goes without saying that we are incredibly proud to be recognized by Celestica.  We often say that while our passion is technology, our purpose is our customers.  To be recognized as a top performer in Celestica’s global network of over 3,000 suppliers is not only a great honor, but superb validation of our success in serving our customers.

A congratulatory shout out to the other award recipients and a very heartfelt thank you to our valued customer, Celestica.

See the full list here:

Posted in General News, Supply chain management