Analyst Insight: If supply chains are not planned, then they evolve and often become overly costly, risky and ineffective in serving customers. However, today's dynamic markets require much more than routine planning. Each mega-process in the end-to-end supply chain (Plan, Buy, Make, Move, Distribute and Sell) is undergoing change at an unprecedented rate. Leading solutions lie in advanced planning strategies and methods for both depth and breadth. While today's top companies understand this, the majority are not yet advanced in supply chain planning. – Gene Tyndall, Executive Vice President, Tompkins International
The corporate failures that led to the 2008 global market collapse and subsequent recession had an unexpected outcome. They raised the profile and mandate of the CFO, who was taken out of the silo of finance and tasked with implementing enterprise-wide initiatives to create transparency, boost financial results and find areas to cut costs and make improvements.
IBM continues its journey toward creation of a truly global supply chain, through the use of embedded analytics to gain cross-process visibility. A finalist in the 2013 Supply Chain Innovation Award competition of CSCMP and SupplyChainBrain.
System improvement is much more than problem solving. It is dual-staged, having two dependent parts that must be handled with the same enthusiasm to ensure success. The first segment is concerned with problem identification and solution finding, while the second segment deals with realizing a corrective action.