For McCormick & Company, the ubiquitous producer of spices and flavorings, 2011 was one tough year. I'm not talking about financials; McCormick's net sales for the year were up 10.8 percent over 2010, to $3.7bn, while net income rose 5 percent, to $374.2m - not a bad performance in a sluggish economy. I'm referring to the anti-trifecta of disasters and disruptions that severely challenged the company's ability to service its customers.
How France's Sofrigam SA came to trust an outside logistics provider, ModusLink, to provide fulfillment and warehousing duties for its highly sensitive line of products for protecting temperature-controlled bio-pharmaceutical shipments.
Why has it taken so long for warehouse-management and warehouse-control systems to move to the cloud? And which of the two is more likely to survive in the years ahead? Kevin Reader, chief marketing officer of Invata Intralogistics, has some answers.
Drewry, the U.K.-based maritime research and advisory firm, has created a new service, Drewry Maritime Equity research, to produce investment reports on companies operating in the maritime industry.
Accellos, a vendor of supply-chain execution software, has released a carrier qualification and monitoring module for its Prophesy Dispatch transportation-management system (TMS).
Supply chain overlays the sales and marketing organizations and the procurement function - which have defined their roles too narrowly. Too few are focused on the role of the organization in driving value networks to improve value-based outcomes. Most lack the understanding, and they are just not incented to build value networks. The focus has to be market to market. The supply chain team can make a difference, but it requires reschooling. It is about much more than trucks and sheds. Or pumps and valves. Or contracts and negotiations. It is the end-to-end process: from the customer's customer to the supplier's supplier.