Posts by Melissa Clow

Plant-location decisions and potential supply chain risk

MelissaClow

Automotive PlantThis guest post comes to us from Jim Fulcher, Blogger on the Supply Chain Expert Community.

Last week, Toyota and Mazda signed an agreement to enter a business and capital alliance to further strength their partnership. The outcome is expected to either significantly impact an existing automotive supplier network or prompt manufacturers and suppliers to move or begin operations.

Specifically, the companies agreed to establish a joint-venture plant which produces vehicles in the U.S., jointly develop technologies for electric vehicles, jointly develop connected-car technology, collaborate on advanced safety technologies, and expand complementary products. As might be expected, it’s news of the joint-venture plant that is attracting attention, especially since the companies announced the plant would have an estimated annual production capacity of approximately 300,000 units, will require a total investment of approximately 1.6 billion U.S. dollars, and will create up to 4,000 jobs.

At the new plant, Mazda expects to produce cross-over models which Mazda will introduce to the North American market, and Toyota plans to produce the Corolla for the North American market. By producing vehicles in the U.S., Mazda aims to build a production structure to further grow in North America, allowing the company to more quickly respond to its customers’ needs depending on the region and model. By further increasing its production capacity in the U.S., Toyota will be better positioned to respond to the growing North American market.

Read the full story

Nissan Motor Co. to revolutionize S&OP

MelissaClow

Headquartered in Yokohama, Japan, Nissan manufactures vehicles in 20 countries around the world. Nissan offers products and services in more than 160 countries and areas worldwide. As a leading global automotive manufacturer, Nissan Motor Co. operates in a complex and competitive environment.

Because of this, the company struggled with disconnected, manual planning processes, which required a concurrent planning platform to enable a more efficient operation. After a competitive evaluation process with multiple vendors, Nissan selected Kinaxis RapidResponse because of its concurrent planning capabilities.

Read the full story

Supply chain planning in the digital age

MelissaClow

Recently, Madhav Durbha, Vice President of Industry Strategy at Kinaxis was interviewed by SupplyChainBrain on supply chain planning in the digital age.

I wanted to share their fascinating conversation with our readers – check out the video interview and transcript below:

Supply chain planning in the digital age

Madhav Drubha, Supply Chain Planning, SupplyChainBrain

SupplyChainBrain: What are you hearing from your customers about the biggest challenges they are facing right now in supply chain planning?

It’s fairly simple. It’s complexity and volatility are the two themes that I constantly hear from our customers, regardless of the industry, that seems to be the recurring theme.

Read the full story

Kinaxis RapidResponse selected by Santen for supply chain planning

MelissaClow

Santen Pharmaceuticals Santen Pharmaceuticals has begun a significant transformation of its global supply chain environment. Santen is headquartered in Osaka, Japan and the company sells ophthalmic pharmaceutical products in approximately 60 countries. The company was looking for a single end-to-end planning platform that would reduce global planning cycle times and raise efficiency.

I’m thrilled to share that Santen Pharmaceuticals has selected Kinaxis RapidResponse for supply chain planning. Following a thorough evaluation, Santen selected Kinaxis RapidResponse because of its concurrent planning capabilities. With the deployment of RapidResponse, Santen will reduce global planning times, manual activity and eliminate the use of multiple disconnected spreadsheets. Having a consolidated view of the entire supply chain, Santen will plan for its expected performance, monitor its progress, and respond to variations to the plan as reality hits.

Read the full story

[Video] Digital Technology and Strategies for Effective Knowledge Sharing

MelissaClow

This blog is part of a video interview series. Check out the video below as well as links to other supply chain practitioner and Kinaxis executive interviews.

Even though some traditional forms of learning continue, companies are turning more and more to digital technology and learning tools to collect, analyze and share knowledge, says Sarah Sedgman, Kinaxis chief knowledge officer.

While familiar forms, such as instructor-led teaching, continue to some degree, industry is shifting to digital knowledge networks because of the flexibility the technology offers. “Among other things, that flexibility means there is instant access to information when people need it,” says Sedgman.

Companies that may once have been slow to invest in such technology see now that they become more efficient and make better decisions, Sedgman says. “It’s important for us to invest in these technologies and become more familiar with them, and that’s true all the way up to the executive team, not just those who are actually using these technologies.”

Strategies for Effective Transfer of Knowledge

/div>

Read the full story

[Video] Roland DG: Transforming its sales and operations planning process

MelissaClow

This blog is part of a video interview series. Check out the video below as well as links to other supply chain practitioner and Kinaxis executive interviews.

The long-term objective at Roland DG Corp. is to elevate its supply chain organization to the strategic decision-making level, says Zoltan Pekar, vice president of the company’s global supply chain division.

To achieve that, the manufacturer of wide-format printers, needs a truly collaborative environment and a consolidated sales and operations planning process. Roland is relying on RapidResponse from Kinaxis to help it realize that goal, Pekar says. With RapidResponse, the organization has connected the company data worldwide, and provided transparency and accurate reporting across the organization.

The company-wide transformation that Pekar speaks of required a change in mind-set. “That was critical in the process, and I’m very happy to say that now we have a full sales and operations process, we have people coming together to search for information, and it’s all based on RapidResponse. It’s been valuable, and we have lots of other plans to build on this data platform.”

Pekar dismisses criticism of S&OP as a minor process. “The key factor for us was to bring the sales and operational sides together because we were a very fragmented organization with silos, and the RapidResponse tool has brought these sides of the business to the same table to make decisions.”

Roland DG: Role of IT as Competitive Global SCM Strategy

/div>

Read the full story

[Video] Supply chain centers of excellence and customer success

MelissaClow

This blog is part of a video interview series. Check out the video below as well as links to other supply chain practitioner and Kinaxis executive interviews.

The ideal center of excellence not only supports internal teams at a company but advocates for customers, says Leah McGuire, director of the Kinaxis Center of Excellence.

The Kinaxis COE supports project teams, consultants deploying the company’s RapidResponse tool in the field, and pre-sales teams that use demos, says McGuire. Additionally, the center is responsible for developing best practices within the tool. All of which means that center employees have to have strong technical backgrounds as well as complete familiarity with RapidResponse.

Supply Chain Centers of Excellence & Customer Success

/div>

Read the full story

[Video] TE Connectivity – A continuous sales and operations planning process

MelissaClow

This blog is part of a video interview series. Check out the video below as well as links to other supply chain practitioner and Kinaxis executive interviews.

The task of linking sales and operations planning systems of any company with truly global reach is difficult enough to begin with, says Lindsey Kathmann, supply chain analyst at TE Connectivity. But complexity is heightened when the enterprise is structured into separate business units, some with their own spinoffs.

That’s the situation faced by TE Connectivity, which specializes in designing sensors for several industries. It’s divided into Transportation Solutions, which focuses on cars, planes and trains; Aerospace, Defense & Marine; and Industrial, which specializes in consumer products, such as cell phones.

TE Connectivity: Continuous sales and operations planning process

/div>

Read the full story