For businesses that ship large volumes of parcels or documents, the mail center has been a vital hub for managing communication and cost. In the era of COVID-19, businesses are turning to enterprise-class multi-carrier management systems as a way to address these five ship-from-home challenges.
In an age of instant gratification, meeting immediate market demand is key to retaining competitive advantage. In fact, the Now Economy is all about understanding how crucial it is to cater to demand before it changes. With fluctuating customer attitudes and diminishing loyalty, every advantage counts.
A joint paper — Demand Sensing: A Critical Supply Chain Capability for the Now Economy — by GEP and Supply Management Insider discusses how demand sensing helps companies make their supply chains more proactive and responsive as demand fluctuates. It’s a game changer for firms with large sales volumes.
Why Read It:
A hands-on perspective on demand sensing within product lifecycles
The unique, unified technologies behind demand sensing
How finely-honed algorithms make sense of internal and external data
The paper is a must-read for supply chain and procurement leaders looking to make their supply chain responsive to immediate demand — get your complimentary copy today.
Should you say “yes” to every request a customer makes? Yes. No. And maybe. That’s crystal clear, right? In truth, it really depends on the customer and their individual demands. The key is in knowing your customer and knowing your own operations. Perhaps you can support the customer’s demand now or with only a few minor adjustments. Either way, can you confidently provide the return on investment in executing on the request? Because increased distribution sales without increased profit rarely works out in the long run. Sometimes you may need to say “no.”
Today, distributors are faced with greater complexity challenges — coupled with increase in delivery speed and constant market changes — and it is easy to see why paper-heavy or unintegrated systems don’t stand a chance in dealing with the many forms of complexity.
In order to take on greater levels of supply chain distribution complexity and build greater profits as a result of added capabilities, you need the ability to identify the true cost to serve your customers. With the right data that strategically supports the requests, you’ll then find yourself being able to confidently tell more of your customers, “Yes, I can.”
Tecsys, a global provider of supply chain solutions, is sharing four reasons why you should embrace complexity in your operations and three things you need to do it successfully.
Two days. Next day. Free delivery. Free returns. Total visibility. Perfect order. Cost stability. Unpredictable order mixes. Last mile. Omnichannel. Anxious yet?
3PLs face these competitive pressures due to higher customer expectations, higher costs and lack of available people, transportation and space resources. As Mark Richards, vice president at Associated Warehouses said, “At AWI, our consortium of 3PLs has been seeing labor and space constraints leading to more 3PLs embracing automation.”
The good news is that many clients are looking for longer-term 3PL partners rather than just temporary relief valves. However, being a longer-term partner means 3PLs have to up their game to provide greater responsiveness, visibility and accuracy while being cost competitive. Oh, and 3PLs need to do that while trying to serve multiple types of customers with variations in competitive strategies. Bruce Welty, CEO of the 3PL Quiet Logistics, said that, “Technology is changing everything, but the inertia for many companies makes it difficult to shift from the push driven world to one that provides constant change in order mix by the minute.”
Tecsys, a global provider of supply chain solutions, is sharing are six reasons why 3PLs need to embrace technology in order to gain, retain and even delight customers.
Healthcare systems are increasingly squeezed between the high pressures of operating expenses and reimbursement levels. The industry has struggled to find ways to provide high-quality care that produces desired outcomes at a sustainable cost. Many healthcare systems fall short of reaching their goals on Cost, Quality and Outcomes (CQO) because they lack control of their own supply chains.
The highest expense category for healthcare providers, after people, is supplies. If a healthcare system does not have control of its supplies, then it does not have a meaningful way to manage the true cost of quality care. That is why more than 70 health systems have made the wise decision to implement a Consolidated Service Center (CSC), also known in Canada as a Shared Services Organization (SSO). It’s a proven pathway to manage the sourcing, procurement, receipt, processing, packaging, shipment, distribution and delivery of its supplies rather than rely solely on third-party service providers or distributors.
Now the COVID-19 pandemic has pushed the role of supply chain management into new territory. To ensure success amid the changing market landscape, healthcare leaders will need to further elevate the importance of data, analytics and technology to control their supply chains.
Are you are re-examining your healthcare supply chain management strategy? Tecsys, a global provider of supply chain solutions, is sharing the top 10 reasons to consider a consolidated service center.
As part of an investigation into the spread of coronavirus at U.S. meat plants, Democratic Senators Elizabeth Warren and Cory Booker released responses from major producers that defended their operations during the pandemic.
Wednesday, June 3, 2020 12:00 to Thursday, September 3, 2020 12:00
ON DEMAND WEBINAR
Omnichannel retailers—whether essential or not—have been the ones to best weather the shut-downs and stay-at-home orders of the global pandemic.
Whether it’s contactless ordering and payment, or contactless delivery, retailers will need to make major process changes to how they engage with customers in stores both now and for the foreseeable future.
In this webinar, you’ll learn about two key capabilities that can keep you and your employees safely selling—the new omnichannel process of BOPAC, “buy online, pickup at curbside” and the new line-busting process that takes the store to the parking lot, where customers can stay safe in cars or in socially-distanced lines.
Join Aptos’ omnichannel experts as they share best practices from retailers around the world. We will discuss:
The challenges driving interest on contactless commerce
Tuesday, June 23, 2020 12:00 to Wednesday, September 23, 2020 12:00
If COVID-19 has you thinking, “if only we’d been better prepared”, you’re not alone. The Coronavirus has shown us that, similar to humans, companies are susceptible to crises from weather catastrophes to global pandemics. It takes more than just luck to survive these interruptions. There are steps you can take now to inoculate your supply chain ahead of the next global disruption.
Join industry insiders George Fowler, Group VP at Spinnaker Management Group and David Barton, GM of North America at ToolsGroup as they share learnings from supply chain responses around the globe and actionable tips you can take now to build resilience in the face of disruptions.
This one-hour session will cover tips on:
Having the right planning tools and capabilities.
Implementing a resilient network.
Monitoring and adjusting business KPIs.
Establishing knowledge retention and change management.
Implementing effective scenario planning.
Don’t be caught unprepared when the next disruption occurs. Register now to start building your supply chain resilience game plan.
David Barton, GM of North America, ToolsGroup
George Fowler, Group VP, Spinnaker Management Group
Wednesday, August 5, 2020 12:00 to Sunday, November 1, 2020 12:00
The United States-Mexico-Canada Agreement (USMCA) took effect on July 1, 2020, replacing the North American Free Trade Agreement (NAFTA) which had been in place since 1994.
The USMCA retains most core NAFTA provisions, but with updates and revisions affecting industries and businesses with varying degrees of severity. Some businesses will notice hardly any differences at all, while others, most notably the automotive sector, will be significantly affected. The new trade agreement also modernizes the North American trade relationship, with new provisions for digital trade and intellectual property, and incentives directed at small/medium-sized businesses.
Join Livingston International and Purolator International for this webinar to gain an understanding of the specifics of the USMCA, and opportunities for U.S. businesses in the Canadian market.
You will learn:
• Specific regulatory and policy implications, including the elements of NAFTA left in place, new USMCA provisions, documentation/compliance procedures and recordkeeping requirements.
• E-commerce/Retail opportunities resulting from a change in Canada's de minimis threshold value, and relaxed customs requirements for low-value shipments.
• Potential duty savings achieved by rerouting U.S. imports arriving from Asia or Europe.
• Lifting of the "cloud of uncertainty" that hung over the U.S./Canada trade relationship in recent years.
• Revised automotive requirements, intended to boost sales among U.S. parts suppliers.
• Provisions designed specifically to encourage small businesses to engage in cross border trade.
You will leave the webinar with a greater understanding of the USMCA's key provisions, along with insight about how your business could—and should—take advantage of these new opportunities.
Michael Zobin, Director, Global Trade Consulting, Quebec and Atlantic Regions (Canada), Livingston International
Paul Tessy, Senior Vice President, Purolator International
Tuesday, August 18, 2020 12:00 to Wednesday, November 18, 2020 12:00
Some would point to the fact that four times a year, 13 weeks spans an entire quarter, good start. All too often it is a horizon that most companies have established as their Master Scheduling planning horizon.
This webinar breaks the thirteen week horizon into discussion points and maps out what the challenges and decisions are at key points within 13 weeks. Once you've developed a Master Schedule, the next step is to share its output for the company to utilize these plans over the horizon.
During this webinar, we will take this supply side process and show you how to integrate it with the Commercial and Product Development teams, leading to enriched discussion, enhanced integration, and financial stability in your company's short term projections.
Join SupplyChainBrain and Oliver Wight to learn:
• Communicating the Master Schedule in a weekly format
• Role of the Master Schedule within Integrated Tactical Planning
• Integration points across the Master Schedule