Skip to main content

Home/ ISM Silicon Valley/ Group items tagged innovation

Rss Feed Group items tagged

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.
  •  
    Michael Schrage - Harvard Business Review
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

Rent-A-Center Saves Millions through Cloud Procurement Innovation with Coupa and IBM - 0 views

  •  
    IBM and Coupa Software today announced that Rent-A-Center, Inc., the nation's largest rent-to-own operator, has achieved millions in savings by optimizing and centralizing its purchasing process in the cloud.
ISM Silicon Valley

Elemica - Power Your Supply Chain - 0 views

  • Do you want to lower costs while improving the performance of your supply chain? If so, we are supply chain experts who partner with manufacturers to accelerate revenues through innovative and effective solutions. The Elemica difference is our dedication to replacing obsolete supply chain structures with operational efficiency, allowing a collection of companies to operate as a whole
  • Do you want to lower costs while improving the performance of your supply chain? If so, we are supply chain experts who partner with manufacturers to accelerate revenues through innovative and effective solutions. The Elemica difference is our dedication
ISM Silicon Valley

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

IDC: Globalization, Optimization, S&OP in Supply Chain's Future - 2010-01-05 19:33:07 |... - 0 views

  •  
    Predictions for the supply chain of 2010.
  •  
    Companies will focus more on innovation and product life-cycle management.
ISM Silicon Valley

Passion, Preparation and Innovation | Logipi - 0 views

  •  
    Quick thoughts from a supply chain leader
ISM Silicon Valley

Solve Supply Chain Challenges with New Book - 0 views

  • The Supply Chain Management Center at the University of Maryland's Robert H. Smith School of Business is bringing together top industry and government leaders to address inefficiencies in today's supply chain and come up with innovative ways to manage risk. The center spearheaded a recently released book, "X-Treme Supply Chain Management: A Guide to Mastering Business Volatility," and yesterday hosted an executive roundtable discussion among senior government and business leaders on the implications of the global economic crisis for supply chain management.
  • Edited by Boyson, center co-director Professor Thomas Corsi and senior fellow Lisa Harrington, the book is a collaboration with CSCMP and co-contributors from some of the industry's leading corporations and organizations. The book also includes a companion tool kit, developed by Smith's Supply Chain Management Center and Interactive Learning Solutions Inc., that provides practitioners with simulations and spreadsheets to manage volatility in their supply chains. Sterling Commerce, an IBM company, is the project's technology sponsor and a co-contributor. Published by Routledge, the book was introduced on the West Coast last week at CSCMP's annual global conference in San Diego.
ISM Silicon Valley

ISM - Publications - Inside Supply Management - Recognition: Why Metrics Matter - 0 views

  • As supply management professionals, we attend conferences on gaining a seat at the executive table. We read articles about how the procurement team can become a trusted business partner within the company. As supply management leaders, we train our teams on strategic thinking, emotional intelligence and cross-cultural management.
  • Reporting the right metrics, in the right way, has contributed to securing supply management's seat at the table. At Sodexo, we hold two spots on the executive team, and supply reports directly to the CEO. We have seats on the marketing council and CSR steering committee, as well as on numerous other task forces within the company.
ISM Silicon Valley

The Four Capacities Every Great Leader Needs (and Very Few Have) - 0 views

  • When I was a very young journalist, full of bravado and barely concealed insecurity, Ed Kosner, editor of Newsweek, hired me to do a job I wasn't sure I was capable of doing. Thrown into deep water, I had no choice but to swim. But I also knew he wouldn't let me drown. His confidence buoyed me.
  • The more leaders make us feel valued, in spite of our imperfections, the less energy we will spend asserting, defending and restoring our value, and the more energy we have available to create value.
ISM Silicon Valley

Improved Forecasting Cited as Key Priority for Chief Supply Chain Officer - 0 views

  • Improved Forecasting Cited as Key Priority for Chief Supply Chain Officer Posted on: Thu, 04 Nov 2010 08:20:00 EDT Symbols: HHS CHICAGO, Nov. 4, 2010 /PRNewswire via COMTEX/ -- John Galt Solutions, the leading provider of affordable planning solutions for the consumer-driven supply chain, today announced the publication of a new study from Aberdeen Group, a Harte-Hanks Company (NYSE: HHS | PowerRating), providing the Chief Supply Chain Officer a prioritized list of best practices within supply chain planning. The report, Strategic Supply Chain Planning: T
  • Improved Forecasting Cited as Key Priority for Chief Supply Chain Officer Posted on: Thu, 04 Nov 2010 08:20:00 EDT Symbols: HHS CHICAGO, Nov. 4, 2010 /PRNewswire via COMTEX/ -- John Galt Solutions, the leading provider of affordable planning solutions for the consumer-driven supply chain, today announced the publication of a new study from Aberdeen Group, a Harte-Hanks Company (NYSE: HHS | PowerRating
  • John Galt Solutions, the leading provider of affordable planning solutions for the consumer-driven supply chain, today announced the publication of a new study from Aberdeen Group, a Harte-Hanks Company (NYSE: HHS | PowerRating), providing the Chief Supply Chain Officer a prioritized list of best practices within supply chain planning. The report, Strategic Supply Chain Planning: Three Key Priorities of the Chief Supply Chain Officer, found that 86% of respondents indicate that their management team has asked them to review the supply chain process in order to find opportunities to improve their company's supply chain planning processes, and 71% of respondents have indicated the same for supply chain technology improvement.
  • ...1 more annotation...
  • "Today, senior management is looking for the supply chain organization to deliver more than just efficiency - it is being asked to deliver innovative cost reduction strategies to help grow their company and present a market strategy differentiator," explained Nari Viswanathan, Vice President and Principal Analyst of Supply Chain Management at Aberdeen. "That's why organizations are increasingly using supply chain planning solutions, like those from John Galt, to plan more efficiently and collect input from more stakeholders across the organization."
ISM Silicon Valley

Silicon Valley in Danger of Losing Competitive Edge - 1 views

  • Silicon Valley, facing a slowdown in innovation and a shortage of funding, may lose its competitive advantage to emerging U.S. technology hotbeds such as Huntsville, Alabama, and Washington, D.C., a study found.
ISM Silicon Valley

Smarter Supply Chain of The Future - 0 views

  •  
    Global Chief Supply Chain Officer Study
ISM Silicon Valley

Capgemini Launches Innovative on-Demand, Procurement-as-a-Service Solution Through Acqu... - 0 views

  •  
    Capgemini Group announced its acquisition of on-demand purchasing solutions provider IBX and with it, the availability of the industry's first global end-to-end, Procurement-as-a-Service offering.
1 - 20 of 21 Next ›
Showing 20 items per page