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Research Finds Supply Chain Vendors Slow to Adopt Use of Social Media to Engage With Cu... - 0 views

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    The use of social media by B-to-B suppliers and vendors for customer relationship management (CRM) is limited, but those who are using social media for CRM are creating better experiences for their customers and are earning benefits as a result, according to a recent social CRM study released today by Kemp Goldberg Partners and IDG Research Services. More than half (58 percent) of the participants were either totally unaware of how their primary supply chain providers are using social media or thought suppliers and vendors were not using social media to interact with customers.
ISM Silicon Valley

Not everyone is impressed by Dell's "smart" supply chain - 0 views

  • To understand Dell's situation, you have to go back to the start. After being founded in Michael Dell's dorm room at the University of Texas at Austin in 1984, the company mastered the science of supply-chain efficiency. It was a model that made Dell the top-performing stock in the S&P 500 during the 1990s. Because it curtailed its retail store business early on and sold directly to consumers and businesses, Dell could build computers "just in time," which meant that it didn't have to assemble a machine and then let it sit in a warehouse or a retail location until someone bought it. Instead, it generally put together PCs only after customers had already ordered them. That meant Dell could order certain parts for its computers just days before they were needed—and often not pay for them until after the assembled computers were shipped off to customers
  • derstand Dell's situation, you have to go back to the start. After being founded in Michael Dell's dorm room at the University of Texas at Austin in 1984, the company mastered the science of supply-chain efficiency. It was a model that made Dell the top-performing stock in the S&P 500 during the 1990s. Because it curtailed its retail store business early on and sold directly to consumers and businesses, Dell could build computers "just in time," which meant that it didn't have to assemble a machine and then let it sit in a warehouse or a retail location until someone bought it. Instead, it generally put together PCs only after customers had already ordered them. That meant Dell could order certain parts for its computers just days before they were needed—and often not pay for them until after the assembled computers were shipped off to customers. But in the past few years, Dell has tried to expand its market by selling in stores. That has forced Dell to deal with several new challenges, among them that big chains such as Best Buy and Wal-Mart stock their shelves with a fixed lineup of PCs rather than customizing machines for each buyer. "We've had to change the entire supply chain to build fixed configurations," the company's chief financial officer, Brian Gladden, recently told Technology Review. And retailers order these machines months in advance, not days or weeks. google_protectAndRun("ads_core.google_render_ad", google_handleError, google_render_ad); As a result, Dell must try to figure out over the summer what to charge for PCs that will actually be made and sold during the holiday season. If the price of a major component such as memory chips jumps between July and December, Dell's profits can get squeezed. That's what happened in 2009. Even a plunge in prices can be damaging, because the company hedges many of its component purchases to lock in prices within a certain range. If prices fall way below the expected level, it has overspent for the parts. E-mail Print Favorite Share 12 Related Articles Bringing Down the High Costs of Business Forecasting Cloud-based services now provide a way for companies to plan ahead without relying on cumbersome spreadsheets. But what's a boon for smaller companies is disrupting the market for higher-end solutions. Dating Sites Try Adaptive Matchmaking New software is inspired by algorithms that target online ads or recommend books and movies. The Brainy Learning Algorithms of Numenta How the inventor of the PalmPilot studied the workings of the human brain to help companies turn a deluge of data into business intelligence. Tags business business impact Dell Predictive Modeling To comment, please sign in or register Username Password Forgot my password Adverti
  • niversity of Texas at Austin in 1984, the company mastered the science of supply-chain efficiency. It was a model that made Dell the top-performing stock in the S&P 500 during the 1990s. Because it curtailed its retail store business early on and sold directly to consumers and businesses, Dell could build computers "just in time," which meant that it didn't have to assemble a machine and then let it sit in a warehouse or a retail location until someone bought it. Instead, it generally put together PCs only after customers had already ordered them. That meant Dell could order certain parts for its computers just days before they were needed—and often not pay for them until after the assembled computers were shipped off to customers. But in the past few years, Dell has tried to expand its market by selling in stores. That has forced Dell to deal with several new challenges, among them that big chains such as Best Buy and Wal-Mart stock their shelves with a fixed lineup of PCs rather than customizing machines for each buyer. "We've had to change the entire supply chain to build fixed configurations," the company's chief financial officer, Brian Gladden, recently told Technology Review. And retailers order these machines months in advance, not days or weeks. google_protectAndRun("ads_core.google_render_ad", google_handleError, google_render_ad); As a result, Dell must try to figure out over the summer what to charge for PCs that will actually be made and sold during the holiday season. If the price of a major component such as memory chips jumps between July and December, Dell's profits can get squeezed. That's what happened in 2009. Even a plunge in prices can be damaging, because the company hedges many of its component purchases to lock in prices within a certain range. If prices fall way below the expected level, it has overspent for the parts. E-mail Print Favorite Share 12 Related Articles Bringing Down the High Costs of Business Forecasting Cloud-based services now provide a way for companies to plan ahead without relying on cumbersome spreadsheets. But what's a boon for smaller companies is disrupting the market for higher-end solutions. Dating Sites Try Adaptive Matchmaking New software is inspired by algorithms that target online ads or recommend books and movies. The Brainy Learning Algorithms of Numenta How the inventor of the PalmPilot studied the workings of the human brain to help companies turn a deluge of data into business intelligence. Tags business business impact Dell Predictive Modeling To comment, please sign in or register Username Password Forgot my password
ISM Silicon Valley

Great Customers Inspire Great Innovations - 0 views

  • Solving the problem doesn't go far enough. Sustainable — transformative — innovation emerges from the ability to collaboratively explore alternative approaches. Watt, Carrier, and Intel didn't achieve their breakthroughs by solving problems for their strategic clients; success came from testing approaches with their clients. Whether business historians acknowledge it or not, that's equally true for Henry Ford, Bill Gates, and Steve Jobs.
  • As the saying goes, the one thing history teaches is that we don't learn from history. Just because business history short shrifts the customer and client contribution to innovation success doesn't mean businesses should. If you want to become a more innovative organization, don't hire more innovative employees, acquire more innovative customers. Your capacity to innovate matters less than your customers' and clients' willingness and ability to exploit it.
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    Michael Schrage - Harvard Business Review
ISM Silicon Valley

Top 5 Tips For Optimizing a Supply Chain Resume - 0 views

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    * If you can't speak to how you calculated a certain number on your resume, leave it out. Better safe than sorry. 2) Size Matters - Every supply chain is different, especially in size, scope and complexity. Likewise, every supply chain job is different, in size, scope and complexity. As a Supply Chain Recruiter, I'm not just looking for someone that meets the basic and preferred qualifications contained within the job profile I'm recruiting against. * To play it safe, be sure to include this critical information in your resume. 3) Top & Bottom Lines - We absolutely love to read how you've improved service levels while lowering costs for your employers or customers. Positively impacting the bottom line is typically a top focus for supply chain professionals. We also love to read about the things you've done to help improve the top line of an organization. Enabling growth is just as important as cutting costs, and for many high-growth companies, it's even more important. Be sure to detail what you've done to improve both bottom and top line performance from a supply chain perspective, and don't forget to quantify your results. 4) End-to-End - It's very important these days to convey to Supply Chain Recruiters and Hiring Managers that you possess knowledge and/or experience that spans across multiple functions within the supply chain. This doesn't mean that you need to physically work in a different job within each and every department of your company's supply chain. Whether you choose to be a specialist within one area of the supply chain, such as Transportation for example, or a generalist is totally up to you.
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Transportation Decision-Making in an Integrated Supply Chain - Article from Supply Chai... - 0 views

  • Economic uncertainty, fluctuating fuel prices, increased safety and social regulation, escalating customer expectations, globalization, improved technologies, labor and equipment shortages, a changing transportation service industry…today’s managers are faced with an array of challenges and opportunities that contrast dramatically with those of a decade ago.
  • Regardless of external conditions, however, managers must encourage their firms to avoid the temptation of making transportation decisions with an eye toward short-term gain. Rather, they need to view the total cost and total value provided by the function not only in relation to operating expenses but also in terms of the impact on customer service and inventory reduction. The influence on total economic value added is significant.
ISM Silicon Valley

Basware and Cortex Announce E-Invoicing Project with Apache Corporation - MarketWatch - 0 views

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    service company that improves efficiencies, reduces costs and streamlines procurement and supply chain processes for its customers.
ISM Silicon Valley

Beijing's 'Buy China' policy alarms trade partners - 0 views

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    But the government is China's biggest software buyer and a key customer for other technology. Losing that market might hurt companies including Microsoft Corp., Intel Corp. and Motorola Inc. Suppliers worry the rules could be extended to purchasing by major state-owned companies in power, telecoms and other fields.
ISM Silicon Valley

Managing the Direct Marketing Supply Chain - 0 views

  • Once upon a time, a direct marketer would come up with an offer for a particular market segment, work with a list provider to focus on likely recipients, have its advertising agency develop a package for the offer, send the package off to its printer, and then mail it.
  • That was then. Nowadays, a direct marketing offer can reach its potential customers through print mailings, e-mail blasts, Website offerings, television advertising, Internet promotions, social media, and the rest of the traditional and new media channels. Indeed, the supply chain itself now extends beyond mailing to include order taking, fulfillment, and customer service.
ISM Silicon Valley

The Real Meaning of Supply Chain Management - 0 views

  • The Real Meaning of Supply Chain Management
  • It’s not just about logistics and purchasing. The supply chain consists of a broad network of partners who interact at every level of their organizations, says Douglas M. Lambert, director of the Global Supply Chain Forum at Ohio State University.
  • It’s more than just a question of semantics. The failure to give the term “supply chain” a broad enough definition can cause a company to adopt a short-sighted approach to its operations. “In our view,” says Lambert, “the supply chain is a network of companies that comprises your suppliers, their suppliers, customers of your company and their customers, if they exist.”
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Supply Management BPO on the verge of overheating - 0 views

  • While the market has grown exponentially, and a 30% increased expenditure last year is eye-opening, the nature of these engagements doesn't give us confidence that this market will sustain its growth trajectory unless customers think beyond short-term labor arbitrage, and service providers introduce significant process and technology enhancements to the early adopters to help them optimize their delivery.  This "lift and shift" model could well result in customers losing more than they save.
ISM Silicon Valley

Foxfire | WMS Software | Greenville, SC - 0 views

  • Since its genesis in 1985, Foxfire has expanded to become a leading supplier of manufacturing, warehousing software, and supply chain execution systems. Foxfire's worldwide headquarters is located in Greenville, SC and has offices throughout the US. Foxfire also has a research and development center located near Clemson, South Carolina, leveraging the resources and talent pool of Clemson University's world-class institute of higher learning. Foxfire's customer base reaches across the United States, Canada, and Latin America, and we are currently expanding into other world markets rapidly through a network of distribution partners
ISM Silicon Valley

Supply Chain Software: The Big Spend - 0 views

  • Supply chain management is adopting cost cutting, optimization, speed of deployment, agility and real-time process information and automation, with 21st century software leading the way—and as the economy begins to rebound, companies are starting to spend on software again.
  • “Companies are going to stay focused on lowering the costs of doing global business at the same time that they expand their sources of supply and volume of product—and they’re going to use software to do it,” says Collins. “We’re also seeing emerging market companies in countries like India, China, and Brazil that are beginning to bring product into consumer markets from outside suppliers. Regardless of where companies are operating, they are rethinking how their supply chains work. Some are opting to go to regional supply chain depots to hold parts. In this way, they can position more inventory closer to customers, and have fewer shipments. This all depends on the nature of the product and the cost of freight.”
ISM Silicon Valley

Reduce Supply Chain Risk by Identifying Potential Threats - 1 views

  • Supply chain executives can better manage risk with a new service from Dow Jones & Company that provides ongoing, active monitoring of a wide range of potential threats. Dow Jones Supplier & Risk Monitor offers proactive monitoring of all types of risk including supplier failure, supply continuity, political exposure, reputation management, product safety, plant and port closures, staffing disruptions and more.
  • Dow Jones Supplier & Risk Monitor can be fully customized with widgets installed directly into a customer's workflow or hosted in a dashboard format, ensuring that the most current supply chain intelligence is always accessible. In addition, users can set up alerts, so they can be informed about key news and information by email or mobile device.
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Essay on Supply Chain Management: Challenges of the Supply Chain Management - articles ... - 0 views

  • google_protectAndRun("ads_core.google_render_ad", google_handleError, google_render_ad); Essay on Supply Chain Management: Challenges of the Supply Chain Management The main goal of any business concern is to meet the two broad objectives of reducing cost and obtaining the maximum customer satisfaction. If the business world was a quiet and fully predictable environment, these objectives can be met easily.
  • The unmanageable and manageable categories are, large complex supply chains having hundreds of unexpected events occuring every day, generating the need to trigger hundreds of re-planning cycles to maintain a constant balance between demand and supply. With this perspective in mind, probably the magnitude of the gap that exists between current Supply Chain Management processes and full Supply Chain Management optimization is very high.
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The CPO is dead. Long live the CRO… - 0 views

  • One of the biggest challenges for the CPO is how to tap into supplier innovations and bring supplier development strategies closer to sales and, as a result, the customer. This particular responsibility isn’t one of “buying” but of strategic development. In short, CPOs must beat the competition to the next “big thing” coming out of the supplier network and beyond.
ISM Silicon Valley

Ryder Receives Green Supply Chain Award - 0 views

  • Supply & Demand Chain Executive Magazine, the executive’s user manual for successful supply and demand chain transformation, selected Ryder (NYSE: R) as a recipient for its 2010 Green Supply Chain Award. Ryder was chosen as a provider of logistics solutions that is assisting its customers in achieving measurable sustainability goals.
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IBM study hones in on supply chain complexity and future methods to address related iss... - 0 views

  • While it is clear that there are various sources of complexity and obstacles for supply chain executives to overcome, IBM points out that there are three new rules, which will be required to topple these hurdles throughout the next decade, including: 1-Know the customer as well as yourself. Smooth volatility with predictive demand; 2-See what others do not. Unveil responsibility with collaborative insight; and 3-Exploit global efficiencies. Enhance value with dynamic optimization.
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Fortune 500 Diversity Procurement - 0 views

  • We know there are three basic reasons that supplier diversity programs exist: To increase the sponsoring company’s market share within the nation’s expanding multicultural/diverse communities. To include companies in the supply chain owned by historically under-represented groups thereby creating wealth for these groups and growing the customer base. The traditional government contract spend requirements.
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The top five unified communications issues for 2010 :: SearchVoIP.com.au - 0 views

  • Unified communications is one of the most promising of all horizontal applications for productivity enhancement because it supports the key activities of customer/sales support, team building for projects and general business communications. It's also an application that has been battered by competitive positioning, vendor consolidation and a host of industry forces. How it reacts to these pressures will determine the form unified communications (UC) will take in the coming decade, and many UC issues will be highly visible in 2010. Here, in inverse order of importance, are the top five unified communications issues for the year.
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