ChainLink Research founder Ann Grackin takes a look at the needs of an agile retailer and the benefits of linking two traditionally disparate diciplines--allocation and transportation--together. If inventory is constantly in motion, then shouldn’t the transportation strategy be linked to your more dynamic allocation strategy? Agile retailers are beginning to think about their business in a highly integrated fashion, understanding the implications from a sales and cost perspective and how all the parts fit together.
For many, automating the forecasting process is the first step to improve service levels and profitability. Recently I had the pleasure to sit down with Chris Reed, director of inventory and data management for wholesale distributor Ferguson Enterprises on how they are building an agile supply chain.
The digital business is here. It is now.
This was the opening statement of the 2015 Gartner Supply Chain Executive keynote address delivered by Peter Sondergaard, SVP of Research for Gartner. There are quite a few compelling stats behind this statement.
Allocation processes and their supporting technology are getting a fresh look by retailers of late.
So, why are Allocations so important? Spotting the big product trends is critical for the retailer’s brand. But just as important is ensuring merchandise gets to the right channels and store locations in the appropriate quantities to gain happy customers and higher revenues.
In my role with Logility, I have the opportunity to work with a wide variety of companies and executive management teams around achieving their supply chain goals and prioritizing their initiatives.
Demand management has always been at the top of supply chain professionals’ list of challenges. Of late, many companies have also indicated that having grappled with cost cutting a few years back, now they are more focused on growth. Predictably, 62% of the respondents sought growth through channels, 46% through more direct customers, and approximately 20% by creating new products.
As supply chain teams demand the power of best-of-breed supply chain optimization solutions, the question becomes how best to integrate these powerful solutions with an organization’s existing enterprise resource planning (ERP) and advanced planning and scheduling (APS) systems.
Innovation is a term we hear often, especially in the world of software development. But what does it mean? What should it mean? I looked up the word innovation and found something odd. I found the word novelty next to innovation.
Interest in inventory optimization continues to increase as companies seek a more efficient way to reduce excess inventory while maintaining or improving customer service levels. Multi-echelon inventory optimization (MEIO) is also playing a larger role in the sales and operations planning process (S&OP). Recently I sat down with Sean Willems, Ph.D., associate professor of Operations Management at Boston University's School of Management and Chief Scientist at Logility, to get his thoughts on inventory optimization misperceptions, S&OP, and centralized vs. decentralized initiatives.
As an alternative to playing the discount game and further eroding margins, many retailers have found tremendous success with private label products. By offering innovative goods at a reasonable cost, retailers have successfully distinguished their brands and helped engender consumer loyalty.