Nothing exemplifies the exceptional power and scale of today's highest performing supply chains than the simple phrase: designed in California, assembled in China. Behind that elegant phrase are some of the world's most sophisticated supply-chain processes, stitching together networks of suppliers, sub-assemblers and logistics companies around the globe.
Rich Sherman and Bob Sabath, discipline experts in supply chain management with Trissential, explain what it means to "break the rules" of traditional practice, and how to go about doing it.
Despite decades of experience in China, many organizations still struggle to identify and select executives who will make a tangible impact there. Companies can do better by focusing on two crucial skills"”an ability to read the external environment and an understanding of what makes employees tick"”and on a tough truth: a generational challenge is making the talent equation more complex.
Pinterest boards, QR code walls, showrooming, mobile couponing, pop-up shops, mobile apps, Tweet Mirror, Facebook walls, digital circulars, augmented reality, flash sales"”it's a digital jungle out there for retailers today. As consumers embrace new technologies and services, companies find it difficult to stay current"”and harder still to determine where and how to invest their budgets. It's all too tempting simply to jump on the next new thing (and the next and the next), just in hopes of keeping pace.
Megatrends are large, long-term changes coalescing today that will birth shorter-term business and societal trends of tomorrow, says Kas Kasravi, HP fellow with Hewlett-Packard. Kasravi points out a few of these megatrends and posits interesting possibilities for their impact.
Previously a company with three distinct supply chains serving commercial businesses, e-commerce customers and a chain of brick-and-mortar stores, Office Depot now operates a single omni-channel supply chain with one inventory base.