The days of preparing for new trade policies are over. For decades, companies were given advance notice of coming tariff announcements, with time to adapt to the upcoming changes. But that has changed in today’s “tweet today, implement tomorrow” pace of business. That speed and volatility has opened the door for a new style of global trade management to emerge. A recent Aberdeen Group survey of 126 companies identified the organizations that excel at global trade management and the key factors that drive their success.
Posts categorized as 'General News'
Some Canadians aren’t cheering this patio season – because their cups are empty. Ontario residents, brewers and unions shared their complaints on social media after a June update to the Liquor Control Board of Ontario’s (LCBO) warehouse management software left alcohol in warehouses instead of on store shelves. The LCBO won’t be hurt by the interruption since it’s the only liquor retailer in Ontario. But few companies have such an advantage in the market.
Here are three lessons to keep in mind before updating your supply chain planning software…
Some things are better in the dark. Fireworks. Watching a movie. Robbing a bank. Supply chain planning isn’t one of them. So why do so many companies still plan that way?
Managing a supply chain is tough enough without having to make decisions blind. Increasing cost pressures, growing customer expectations, expanding ecosystems—all add to the complexity you’re facing every day.
But today’s planning reality leaves way too much in the dark. Siloed data and processes don’t deliver the visibility you need. Cumbersome, disconnected systems don’t provide the flexibility and agility you want. The resulting lag time leaves you feeling like you’re jumping through hoops only to get to the wrong answer. Planning in the dark like that only leads to unexpected and unwanted results.
We’re pleased to share news of Gartner’s most recent research, the 2019 Magic Quadrant for Sales and Operations Planning Systems of Differentiation.
On the strength of feedback from our customer community, Kinaxis has been named a Leader for the third consecutive time, which we believe validates our holistic approach to supply chain planning, which connects customer data, processes and people across the entire network.
According to Gartner, a sales and operations planning (S&OP) Systems of Differentiation (SOD) “is a software solution that helps to enable a Stage 4, or possibly higher, maturity S&OP process,”1 enabling unique company processes or industry-specific capabilities.
Gartner recommends the solution include each of the following 13 key capabilities, each of which Kinaxis recognized as a Leader:
Joined by Kinaxis colleagues Kerry Currier and Francini Ortiz on a crisp, sunny morning at the end of March, we marveled at the cool light display of Converse shoes in the lobby of the Converse building in downtown Boston as we checked in as attendees and panelists to the inaugural MIT Center for Transportation and Logistics Women in Supply Chain Summit, where an examination of the gender gap in supply chain was a central topic.
The two-day event brought together 60+ women and men from 27 companies across North America to discuss topics in four areas related to women in supply chain: balance, filling the talent gap, mentorship, sponsorship & networking, and leading global teams. Katie Date and her team did a wonderful job of getting the right mix of time for panels, group discussion and networking to make the event extremely valuable and insightful.
I recently spoke with Robert Thiemann, the Founder of BPM-Lux and Advisor of BPM, Logistics & Transport to discuss recent changes in cross-border geoblocking regulations in Europe and the implications for consumers and sellers.
As a result of these changes, Thiemann details why online retailers will need to consider how to design last mile supply chain solutions to facilitate cross border deliveries and the return of unwanted goods for end consumers.
In adidas’s recent earnings call, CEO Kasper Rorsted warned that adidas would miss its 2019 growth target because its supply chain was unable to meet the huge demand for its mid-priced apparel, especially in North America.
adidas expected this to result in a one to two percentage point drop in its revenue growth, translating to a drop in revenue between €100 and €200 million.
For a company operating at almost 52 percent gross margin, that’s not an insignificant amount.
Valentine’s Day will be less romantic this year. Due to financial troubles, corporate acquisitions, time constraints, and a lack of supply chain planning we won’t be able to tell the ones we love things like “Be Mine”, “Kiss Me”, “Call Me”, “Let’s Get Busy”, or “Miss You” in sweet, chalky letters.
That’s because, for the first time since their creation in 1901, Sweethearts candies, an iconic staple of our Valentine’s Day celebrations won’t be manufactured.
Consumer packaged goods is a tough and evolving market
Faltering consumer packaged goods (CPG) companies are a very common phenomenon in this new consumer world, so it’s no surprise that Necco shuttered its doors. There were company specific issues with cleanliness in their factory, and larger trends of slowing sales of sugary foods as well as distribution limitations. Like many other consumer product companies, Necco was heavily reliant on retailers to sell all items in their portfolio. Necco didn’t evolve, and for that reason, they went the way of Clearly Canadian and Dunkaroos.