Sourcing and transporting raw materials and components are growing expenses for U.S manufacturers and distributors. Foster Finley, managing director, AlixPartners LLP, offers advice on how better sourcing decisions can help keep these costs in control.
"The more things change, the more they stay the same." The proverb from the 19th Century French journalist Jean-Baptiste Alphonse Karr suggests that change does not affect reality on a deeper level but only cements the status quo. In our era, however, change is not only happening, the evolution of change continues to be fast.
Rick Blasgen, president and CEO of CSCMP, reflects on the organization's accomplishments over its 50-year history and shares his vision going forward for the industry and its practitioners.
MIT's High-Viz Supply Chain Project is developing a way for companies to automatically map and analyze supply chain risk. Bruce Arntzen, executive director of the Supply Chain Management Program at MIT, explains the methodology underlying this project, progress to date and barriers that still exist.
Product development has traditionally been seen as the responsibility of research and development (R&D) or engineering departments. Hand-in-hand with product development comes product lifecycle management (PLM), a function which is often wrongly positioned as product data management and thus rarely used to its full potential.
Companies typically spread supply chain costs evenly across customers and products, but that results in some products and services subsidizing others, says Stan Aronow, director of supply chain research at Gartner. Aronow explains how cost-to-serve modeling can provide insights that lead to smarter and more profitable operating decisions.
Supply chain and logistics play key roles in responding to both acute and chronic humanitarian crises. Whether the cause is a natural disaster, armed conflict or simply undeveloped infrastructure, Jarrod Goentzel says the MIT Humanitarian Response Lab is working to improve supply chain response.
Before attempting to enter a long-term relationship with a 3PL, shippers first need to be clear internally about the goals and objectives they hope to achieve and about cultural guard rails that might thwart necessary information sharing, says Sean Coakley, senior vice president at Kenco Logistics Group.
Today's shippers are done talking about collaborative freight solutions and are ready to allocate resources to design and implement programs that can scale, says Ben Cubitt, senior vice president for consulting and engineering of Transplace. He describes the role that 3PLs can play in such projects.