Supply Chain Expert

A new supply chain article has been published on http://www.supplychaincircle.com/the-unofficial-list-of-supply-chain-awards-and-why-you-should-apply/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

The Unofficial List of Supply Chain Awards (and why you should apply)

<img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/corporate-awards-graphic.png?sfvrsn=0" data-displaymode="Original" alt="Corporate Awards Graphic" title="Corporate Awards Graphic" /><br /> <img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/apics-blog-thinking-supply-chain—j_daniels.jpg?sfvrsn=6" data-displaymode="Original" alt="APICS Blog Thinking Supply Chain – J_Daniels" title="APICS Blog Thinking Supply Chain – J_Daniels" /><br /> <br /> Winning an award is a wonderful way to brag. It’s an endorsement from a respected third party that brings your organization positive publicity and credibility. It provides a great opportunity to market your organization and your work.    <br /> <br /> It’s not just you that benefits from winning; often your partners, customers and employees come out looking (and feeling) good, too. Even the nomination process can be beneficial, as it provides an opportunity for you and your team to develop your story, compile supporting data, analyze and reflect on the process and outcome, and plan for the future.<br /> <br /> With so many award opportunities, where do you begin? First, consider your organization, its work and its strong points. What stands out? It might be your executive leadership, a recent project, your environmental achievements, technology advances, student work, inclusion of women, or a recent case study. <br /> <br /> Research to identify the awards that are the best fit with your organization’s strengths. Determine whether national, international or local competitions are most appropriate. <br /> <br /> Here are some of the more popular awards for supply chain and logistics. Consider whether your organization might be worthy of recognition. <br /> <br /> <table> <tbody width="100%"> <tr> <td style="outline: solid thin;"><strong>AWARDS</strong></td> <td valign="top" style="outline: solid thin; width: 33%;"><strong>PRESENTED BY</strong></td> <td valign="top" style="outline: solid thin; width: 33%;"><strong>DESCRIPTION</strong></td> </tr> <tr width="33%"> <td valign="top" style="outline: solid thin; width: 33%;"><a href="http://www.apics.org/about/overview/awards/corporate/education-award-of-excellence-apply">Education Award of Excellence</a></td> <td valign="top" style="outline: solid thin; width: 33%;">APICS</td> <td valign="top" style="outline: solid thin; width: 33%;">Focuses on an organization’s commitment to productivity and advancement based on educational concepts, competencies, and best practices </td> </tr> <tr width="33%"> <td valign="top" style="outline: solid thin; width: 33%;"><a href="http://www.apics.org/about/overview/awards/corporate/innovation-award-of-excellence-apply">Innovation Award of Excellence</a></td> <td valign="top" style="outline: solid thin; width: 33%;">APICS</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognizes an organization’s achievement in developing strategies to meet and overcome supply chain challenges </td> </tr> <tr width="33%"> <td valign="top" style="outline: solid thin; width: 33%;"> <a href="http://awesomeleaders.org/awesome-legendary-leadership-all-award/" target="_blank">AWESOME Legendary Leadership Award</a></td> <td valign="top" style="outline: solid thin; width: 33%;">Achieving Women’s Excellence in Supply Chain Operations, Management & Education (AWESOME)</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognizes women supply chain leaders</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.supplychainaward.be/en/press-releases/" target="_blank">Supply Chain Project of the Year Award</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Belgian Purchasing and Logistics Association (VIB)</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognizes outstanding supply chain projects</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="https://www.ciltuk.org.uk/Events/NationalEvents/AnnualAwards.aspx" target="_blank">CILT Annual Awards for Excellence</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Chartered Institute for Logistics and Transport (CILT)</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Honors outstanding achievement of individuals and organizations to encourage the highest standards and a professional approach to the practice of logistics and transport.</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.cipssmawards.com/" target="_blank">Supply Management Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Chartered Institute of Procurement & Supply (CIPS)</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognizes an organization or individual in the procurement and supply chain profession in the U.K.</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="https://cscmp.org/career/awards/distinguished-service-award" target="_blank">CSCMP Distinguished Service Award</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Council of Supply Chain Management Professionals (CSCMP)</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognizes individual achievement in the field of fields of logistics and supply chain management.</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="https://cscmp.org/career/awards/supply-chain-innovation-award" target="_blank">Supply Chain Innovation Award</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">CSCMP and Supply Chain Brain</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognizes supply chain team innovation</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="https://www.ecri.org/Pages/Supply-Chain-Award.aspx" target="_blank">Healthcare Supply Chain Achievement Award</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">ECRI Institute</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Honors healthcare organizations that demonstrate excellence in supply chain spend management and participate in ECRI’s programs</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="https://www.epa.gov/smartway/smartway-excellence-awardees" target="_blank">EPA SmartWay Excellence Award</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Environmental Protection Agency (EPA) SmartWay Program</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Shipping and logistics companies and carriers that are EPA SmartWay partners can pursue this award for superior environmental performance</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.foodlogistics.com/article/12178249/2016-champions-rock-stars-of-the-supply-chain-march-2016" target="_blank">Food Logistics Champions</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Food Logistics</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognizes individuals who make the world’s global food supply better</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://blogs.gartner.com/mark-atwood/2016/01/27/supply-chain-innovations-award-worthy-2/" target="_blank">Supply Chainnovators</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Gartner</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognizes innovative supply chain techniques, capabilities and initiatives</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.globaltrademag.com/lists" target="_blank">Top 3PLs & Trucking Providers</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Global Trade Magazine</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Annual list of the nation’s top 3PLs and trucking providers</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://theresiliencycouncil.org/events-awards/" target="_blank">Resilient Supply Chain Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Global Supply Chain Resiliency Council (GSCRC)</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognizes organization and individuals that serve as role models and leaders in driving supply chain resiliency</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.inboundlogistics.com/cms/article/readers-choice-top-10-3pl-excellence-awards-2016/" target="_blank">Inbound Logistics Excellence Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Inbound Logistics Magazine</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Supply chain managers vote for the top 10 3PL providers</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.inboundlogistics.com/cms/article/top-100-logistics-it-providers–market-research-survey/sidebar1" target="_blank">Top 100 Logistics IT Providers</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Inbound Logistics Magazine</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Honors the top 100 IT providers annually</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.iwla.com/search/?keyword=jock%20menzies" target="_blank">IWLA Jock Menzies Award and Pinnacle Award</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">International Warehouse Logistics Association (IWLA)</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Awards for distinguished service and excellence for IWLA members in warehousing, fulfillment, reverse logistics, transportation, freight forwarding and brokerage services, supply chain management, and a broad range of manufacturing and value-added services</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="https://www.instituteforsupplymanagement.org/education/content.cfm?ItemNumber=21019&navItemNumber=28844#SHIPMAN" target="_blank">J. Shipman Gold Medal Award</a> </td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Institute for Supply Management (ISM)</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Honors individuals whose efforts have advanced the supply management field</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="https://www.instituteforsupplymanagement.org/education/content.cfm?ItemNumber=21019&navItemNumber=28844#SCHOLARSHIPS" target="_blank">30 Under 30 Rising Supply Chain Stars</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">ISM</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Best and brightest young purchasing/supply chain management professionals</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.supplychainexcellenceawards.com/" target="_blank">Supply Chain Excellence Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Logistics & Supply Chain</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognizes forward thinkers, experimenters and early adopters in supply chain and logistics in the U.K. </td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.logisticsmgmt.com/article/2015_quest_for_quality_strong_finishers" target="_blank">Quest for Quality Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Logistics Management Magazine</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Annual subscriber survey that identifies and honors performance excellence in transportation and logistics</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.arabiansupplychain.com/scata/" target="_blank">Supply Chain and Transport Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Logistics Middle East</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognize regional and international players that make significant contributions in logistics, sea freight and air cargo</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.themanufacturinginstitute.org/Initiatives/Women-in-Manufacturing/STEP-Awards.aspx" target="_blank">STEP Ahead Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Manufacturing Institute</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Promotes women in manufacturing through the STEP (Science, Technology, Engineering, and Production) Ahead initiative which serves to mentor and recognize women</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://mhlnews.com/global-supply-chain/mhls-innovation-awards-2015-top-10-supply-chain-innovations-year" target="_blank">MH&L’s Innovation Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Material Handling & Logistics</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Top supply chain innovations of the year</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.mhi.org/media/news/15183" target="_blank">Norman L. Cahners Industry Award</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Material Handling Education Foundation, Inc. (MHEFI)</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Lifetime achievement award for MHEFI members </td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.mhi.org/media/news/15183" target="_blank">Reed-Apple Education Award</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Material Handling Education Foundation, Inc. (MHEFI)</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Honoring those who support material handling and logistics education</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.mhi.org/mhefi/awards" target="_blank">MHEFI Exceptional Contribution Award</a> </td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Material Handling Education Foundation, Inc. (MHEFI)</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Award for contributions from short term events, programs and contributions, or extended influence and/or contributions in more narrowly focused industry activities</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.mmh.com/article/2016_productivity_achievement_award_winners_announced" target="_blank">Productivity Achievement Award</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Modern Materials Handling</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Honors companies that have made outstanding strides in improving operations through materials handling and related information systems</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.opxleadershipnetwork.org/sustainable-manufacturing/content/submissions-open-2015-sustainability-excellence-manufacturing" target="_blank">Sustainability Excellence in Manufacturing</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">OPX Leadership Network/PMMI</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Exceptional sustainability achievements within food, beverage and consumer products manufacturing operations</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.oraclemsce.com/excellence-awards" target="_blank">Excellence in Supply Chain Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Oracle</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognizing Oracle customers that excel in driving business value</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="https://supplychainawards.retail-week.com/" target="_blank">Retail Week Supply Chain Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Retail Week Magazine</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">For retail supply chains in the UK. No cost to enter, with a variety of categories.</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.scmworld.com/awards/award-categories" target="_blank">Power of the Profession Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">SCM World</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognizing the most impactful and innovative supply chain initiatives in two areas: supply chain impact and supply chain talent development. There are three sub-categories within each area.</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.sdcexec.com/awards" target="_blank">100 Great Supply Chain Projects</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Supply & Demand Chain Executive Magazine</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Submit case studies for consideration</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.sdcexec.com/awards" target="_blank">Green Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Supply & Demand Chain Executive Magazine</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Awards for environmental excellence</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.sdcexec.com/awards" target="_blank">Pros to Know</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Supply & Demand Chain Executive Magazine</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">List of top industry professionals</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://sclaa.com.au/about-us/awards/" target="_blank">Australian Supply Chain and Logistics (ASCL) Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Supply Chain and Logistics Association of Australia</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognize individuals and organizations for excellence in supply chain and logistics</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://supplychainasia.org/sca-events/supply-chain-asia-awards-2016/Third-Party-Logistics-Operations" target="_blank">Supply Chain Asia Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Supply Chain Asia</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognizes organizations and individuals who have contributed in terms of business and economic development</td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.scfawards.com/" target="_blank">Supply Chain Finance Awards</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Supply Chain Finance Community (Europe)</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Recognizes measurable results achieved via a supply chain finance program </td> </tr> <tr> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;"><a href="http://www.tmwsystems.com/distinguished-woman-logistics-award" target="_blank">Distinguished Woman in Logistics Award</a></td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">TMW Systems</td> <td valign="top" style="outline: solid thin; text-align: left; vertical-align: top;">Promotes the achievements of women employed in the North American transportation industry</td> </tr> </tbody> </table> <br /> <p> While this list is by no means exhaustive, it gives you an idea of the kind of industry awards that exist. Of course, there are many other awards besides those focusing on supply chain and logistics (Forty Under 40, Top Workplaces, Inc. 5000, etc.) that may also be applicable. If you know of an award that should be added to this list, please share it in a comment below. </p> <br /> <p> Some of the most respected lists and honors—the <a href="https://www.gartner.com/doc/3321523?ref=SiteSearch&sthkw=top%2025%20supply%20chains&fnl=search&srcId=1-3478922254" target="_blank">Gartner Supply Chain Top 25</a> list, Material Handling & Logistics’ Top 10 Innovation Awards, and Supply Chain Insights’ list of <a href="http://supplychaininsights.com/supply-chains-to-admire-2/" target="_blank">Supply Chains to Admire</a>, to name a few—are culled according to the organization’s own criteria and methodology. You cannot “apply” for these honors; you simply are included or not. </p> <br /> <p> Any award or honor is a great opportunity to connect with your employees, partners, suppliers and customers with a positive message. Cite the honor you’ve won in email signatures, company newsletters, on social media and your website, in a blog post, in a news release, and share any resulting media coverage to get the most mileage from your recognition. </p>

This article courtesy of: Thinking Supply Chain

A new supply chain article has been published on http://www.supplychaincircle.com/managing-the-demand-forecast-part-3/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

Managing the Demand Forecast: Part 3

<img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/dave-ross—managing-the-demand—blog-3.jpg?sfvrsn=0" data-displaymode="Original" alt="Dave Ross – Managing the Demand – Blog 3" title="Dave Ross – Managing the Demand – Blog 3" /><br /> <img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/davidross-header.png?sfvrsn=2" data-displaymode="Original" alt="David Ross" title="David Ross" /> <p> The previous blog ended with a description of how a sales campaign is decomposed into a possible period, weekly, and daily product-level forecast in the master schedule. Before the discussion can proceed much further, it is important to review the demand section of the MPS grid. A schematic of the demand portion of the MPS grid is illustrated below. </p> <img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/managing-the-demand—blog-3.png?sfvrsn=0" data-displaymode="Original" alt="Managing the Demand – Blog 3" title="Managing the Demand – Blog 3" /><br /> <p> <br /> Some of the nomenclature on the illustration is familiar to master scheduling. The <em>demand time fence</em> (DTF) is defined in the <em>APICS Dictionary</em> as “That point in time inside of which the forecast is no longer included in total demand and projected available inventory calculations; inside this point, only customer orders are considered.” Beyond the demand time fence, period <em>gross requirements</em> are determined by adding the unconsumed forecast and actual orders. The <em>planning time fence</em> (PTF) is defined as “A point in time denoted in the planning horizon of the master scheduling process that marks a boundary inside of which changes to the schedule may adversely affect component schedules, capacity plans, customer deliveries, and cost.” </p> <p> To these two functions, three more need to be added to the master schedule grid: forecast campaign start, forecast campaign end, and forecast memory. The <em>forecast start</em> is easily defined as the date specified by marketing and sales as the beginning of the campaign forecast. Usually, any unsold forecast from the previous campaign is not carried over. The <em>forecast end</em> is the reverse: this is the date when the forecast campaign ends. </p> <p> The <em>forecast memory</em> is the span of time back from the current date that is used to view historic forecast and order consumption and to determine past forecast carry-forward to future periods. This elastic block of time is determined from the forecast start to the current date, or a set number of “look back” days from the current date, but not less than the forecast start date. When the past history in forecast memory is either positive or negative, it must be added or subtracted from the future forecast if the integrity of the campaign forecast is to be maintained in the face of actual sales variability. There are two options possible. In Option 1, the forecast is recalculated at the current date. With Option 2, the <em>forecast</em> is recalculated at the demand time fence. </p> <p> As will be detailed in the next blog, the <em>forecast memory</em> holds the key to effectively managing the future forecast. It will enable the master scheduler to see the impact of actual orders on the forecast and to ensure the proper forecast is being used in the MPS. </p>

This article courtesy of: Thinking Supply Chain

A new supply chain article has been published on http://www.supplychaincircle.com/panama-canal-expansion-four-keys-to-unlocking-its-potential/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

Panama Canal Expansion: Four Keys to Unlocking its Potential

The Panama Canal expansion is finally complete. How will the increased capacity of this global maritime crossroads play out in your shipping and logistics strategy?

This article courtesy of: Inbound Logistics

A new supply chain article has been published on http://www.supplychaincircle.com/3-d-printing-hits-on-all-fronts/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

3-D Printing Hits on All Fronts

<img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/apics-supply-chain-management-now.png?sfvrsn=2" alt="APICS-Supply-Chain-Management-Now" title="APICS-Supply-Chain-Management-Now" /><img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/apics-blog-thinking-supply-chain—abe_e.png?sfvrsn=0" title="APICS Blog Thinking Supply Chain – Abe_E" /><br /> <br /> 3-D printing already has started shaking up the engineering, design, and manufacturing fields, and now it could reshape the distribution industry as well. Two major developments last month are changing the way products are produced and shipped to customers—potentially condensing the entire supply chain, according to <em><a href="https://www.trucks.com/2016/05/23/3-d-printing-will-disrupt-trucking-shipping-delivery/" _fcksavedurl="https://www.trucks.com/2016/05/23/3-d-printing-will-disrupt-trucking-shipping-delivery/" target="_blank">Trucks.com</a></em>.<br /> <br /> In mid-May, HP unveiled one of the world’s first production-ready commercial 3-D printing systems, the HP Jet Fusion 3D Printing Solution. HP spokespeople say the technology—which was developed with input from BMW, Nike, Johnson & Johnson, and Siemens, among others—can produce quality products 10 times faster and at half the cost of other 3-D printing systems. Because this platform could be used for heavy industrial production, HP’s invention can push 3-D printing toward more mainstream commercial use, Tiffany Hsu writes in the <em>Trucks.com</em> article.<br /> <br /> Also in May, United Parcel Service (UPS) and SAP announced a collaboration to manufacture and deliver 3-D printed orders to commercial clients in as little as one day. For more than a year, UPS has offered lightweight 3-D printing services in more than 60 of its retail stores and industrial production through 3-D parts manufacturer Fast Radius in Louisville, Kentucky. Now, UPS is linking its 3-D printers to SAP software to help manage orders. The SAP software can determine which orders can be fulfilled from existing product inventory or need to be manufactured fresh. Then the manufacturing orders are diverted to Fast Radius or a UPS Store, depending on which will best meet the speed, geography, and quality requirements of the project. True to its core service, UPS will deliver the final product to the end customer.<br /> <br /> With the centralization of these processes, there is less material and product movement. Consulting firm Strategy& estimates that 3-D printing could threaten 41 percent of air cargo, 37 percent of ocean containers, and 25 percent of the trucking business.<br /> <br /> However, while long-haul transportation is being challenged, 3-D printing would boost local and hyper-local deliveries, especially for one-piece orders. This would require a shift from large trucks to smaller ones that are better suited to these types of deliveries, noted Phil Reeves, vice president of strategic consulting at 3-D printer manufacturer Stratasys, in the article.<br /> <br /> Although analysts expect that 3-D printing is still decades away from becoming totally mainstream, two-thirds of manufacturers surveyed by PricewaterhouseCoopers say they’re adopting 3-D printing technology. Most are using 3-D printers for experimentation, but some are using them for production. Companies such as Shapeways and 3D Systems’ Quickparts 3-D print products designed by the consumers. Amazon leaders are working on a concept that would enable the e-tailer to 3-D print orders on a truck, thereby reducing real estate and transportation costs and cutting the time from manufacture to delivery.<br /> <br /> All of these developments could change our current notions about factories, manufacturing, customer relations, and transportation. Someday, consumers could be using 3-D printers to manufacture products at home or work directly with manufacturers to order their custom-made or quickly manufactured product. The challenge now will be to determine how supply chain can evolve around this disruptive innovation to create a more efficient but profitable network.<br /> <br /> <strong>Be ready for innovation<br /> </strong><br /> Supply chain professionals know better than anyone that new developments always are on the horizon. Now more than ever, we need to be responsive, agile, and efficient. The <em>APICS Operations Management Body of Knowledge Framework</em> says: “Responsiveness is the ability of the supply chain to meet the changing and diverse needs of customers. Agility refers to the ability of a firm to manufacture and deliver a broad range of high-quality products and services with short lead times and varying volumes to provide enhanced value to customers. Efficiency refers to the ability to do this at low cost.”<br /> <br /> You can learn how to fortify your supply chains for the future at APICS 2016, September 25–27 in Washington, DC. Attendees will gain valuable insights from industry leaders about how to elevate supply chain innovation and resilience; network with professionals who are shaping the future of supply chain; and learn best practices to create more sustainable, strategic, and value-driven supply chains. We are pleased to welcome Bill McDermott, CEO of SAP, who will share his secrets to leadership success in the keynote address.<br /> <br /> To learn more about APICS 2016 or to register, visit <a href="http://apics.org/conference" _fcksavedurl="http://apics.org/conference" target="_blank">apics.org/conference</a>. Be sure to register by June 30 to take advantage of up to $600 in savings. 

This article courtesy of: Thinking Supply Chain

A new supply chain article has been published on http://www.supplychaincircle.com/the-cmo-and-supply-chain/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

The CMO and Supply Chain

<img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/the-cmo-and-supply-chain.jpg?sfvrsn=0" data-displaymode="Original" alt="The CMO and Supply Chain" title="The CMO and Supply Chain" style="left: 15px; width: 657px; height: 216px;" /><br /> <img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/apics-blog-thinking-supply-chain—j_daniels.jpg?sfvrsn=6" data-displaymode="Original" alt="APICS Blog Thinking Supply Chain – J_Daniels" title="APICS Blog Thinking Supply Chain – J_Daniels" /><br /> <p><em>Marketing teams are discovering great brand stories in supply chain<br /> <br /> </em><span style="line-height: 1.5;">The number of CMOs becoming more knowledgeable and enthusiastic about supply chain management is increasing as leading companies lean on supply chain attributes to position, promote and differentiate products, services and brands.  If you’re a marketer looking for a great story to tell about your company—one that will capture the hearts and minds of a generation of customers—you may need to look no further than your supply chain.</span></p> <p><span style="line-height: 1.5;">While product marketing and sales teams have always worked with supply chain to balance supply and demand and ensure a positive customer experience, the corporate marketing teams are waking up to the power of supply chain performance.  Supply chain performance is a big deal, a big differentiator, and a game-changer that can dictate the difference between generations of locked-in loyal customers and lost customers for life.</span></p> <p><span style="line-height: 1.5;"> In the past, marketing leaders dug in to supply chain particulars when there was an issue that affected marketing—like a product recall or stockout over the holidays; or an environmental or social issue that might negatively impact the brand; or when there was a risk challenge that required public relations support, like a plant closure, natural disaster or political unrest.</span></p> <p><span style="line-height: 1.5;"> But now, as the supply chain becomes more integral to competitive advantage, profitable growth and sustainable practices, a growing number of CMOs are recognizing that a high-performing supply chain is an important differentiator, and they are incorporating supply chain capabilities into messaging, campaigns, loyalty programs and even events. They are aware of the impact the supply chain can have on their brand—both positive and negative­—and they take proactive measures to protect and promote it.</span></p> <p><span style="line-height: 1.5;"> To the visionary CMO, the supply chain doesn’t run in the background. The supply chain is part of the story. It is part of the customer experience and an ingredient in the brand promise. It’s become a visible component in the marketing mix.</span></p> <p>Excellent examples of marketing that weave in supply chain stories abound.  Remember the <a href="http://www.oregonlive.com/playbooks-profits/index.ssf/2014/02/winter_olympics_sweaters_by_ra.html" target="_blank">Ralph Lauren sweaters</a> for the Sochi Winter Olympics? They were the flagship product for Ralph Lauren’s “Made in America” line of apparel for the athletes, rolled out with the story of the Oregon ranchers who raise the sheep and shear the wool, and all the steps in the supply chain required to provide the red, white and blue yarn for the sweaters.  An example of a supply chain inspired marketing event is Amazon Prime Day, when Amazon marketed its Prime subscription service through a rotating lineup of retail specials and same-day shipping that showed off its supply chain supremacy. And there’s the ongoing Jimmy John restaurants’ “Freaky Fast” campaign that’s not just about speedy sandwich delivery, but also embodies an entire corporate culture and its nimble supply chain of fresh ingredients. </p> <p>Beyond the aforementioned high-visibility examples, there’s the almost endless number of companies offering personalization options (pick your color, add that monogram, design the perfect product just for you!) enabled by supply chain mass customization and make-to-order flexibility. If you’re a marketer and you haven’t been thinking about supply chain, it’s time to start.  Your supply chain is – or could be – a key chapter in your brand story or the attribute that that turns your customers into evangelists.    </p> <p><span style="line-height: 1.5;"> Is your CMO forging a more strategic relationship with the supply chain organization? If not, can the supply chain manager reach out to marketing to begin such a partnership? How could your firm’s supply chain performance be leveraged as a marketing tool? Weigh in with your thoughts.</span></p>

This article courtesy of: Thinking Supply Chain

A new supply chain article has been published on http://www.supplychaincircle.com/what-is-push-and-pull-distribution-part-16/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

What is “push” and “pull” distribution?” – Part 16

<img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/what-is-push-and-pull-distribution-part-16.jpg?sfvrsn=0" data-displaymode="Original" alt="What is “push” and “pull” distribution?” – Part 16" title="What is “push” and “pull” distribution?” – Part 16" /> <img title="davidross-header" alt="David F. Ross, PhD, CFPIM, CSCP" src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/davidross-header.png?sfvrsn=2" /><br /> <p>If we summarize the discussion in the previous blogs, inventory replenishment in a multiechelon supply channel occurs in three possible ways: product is allocated down the supply chain using some form of dispersion algorithm; a form of reorder point pulls product from supplying to satellite facilities; and distribution requirements planning (DRP). For distribution channels supplied from a production plant or have long-lead time items purchased from outside suppliers, planners would most likely choose DRP. To understand what DRP is, it is advantageous to begin with the definition from the <em>APICS Dictionary</em>.</p> <p>The function of determining the need to replenish inventory at branch warehouses. A time-phased order point approach is used where the planned orders at the branch warehouse level are “exploded” via material requirements planning (MRP) logic to become gross requirements on the supplying source. In the case of multilevel distribution networks, this explosion process can continue down through the various levels of regional warehouses (master warehouse, factory warehouse, etc.) and become input to the master production schedule. Demand on the supplying sources is recognized as dependent and standard MRP logic applies.</p> <p>Note the following key concepts in the definition:</p> <ul> <li><em>Replenish inventory at branch warehouses</em>. DRP is the most effective tool for companies that build their own products and then distribute them through a distribution channel.</li> <li><em>Time-phased order point approach</em>. Unlike reorder point systems that do not look at future requirements, DRP provides distribution channel planners with a window into demand across a time horizon. This feature is absolutely necessary for the effective planning of production items.</li> <li><em>Generation of planned distribution orders (DOs) by “exploding” demand in the channel </em><em>via </em><em>MRP-type logic</em>. DRP uses a form of material requirements planning (MRP) by which the time-phased requirements from local facilities are driven up the distribution channel to become gross requirements on a predetermined supplying facility or facilities using the bill of distribution (BOD) instead of bills of material (BOMs). Similar to ROP logic, the satellite facility transmits a planned DO directly to the supplying facility. The difference is that instead of a single ROP DO, the DRP system transmits a schedule of planned DOs as far out as is determined by the item-planning horizon set for each product in the supply chain.</li> <li><em>Input to the master schedule</em>. The end point of the DRP process is to drive demand through the various echelons of the distribution channel ending in the plant’s master production schedule (MPS). At this point, normal MRP scheduling communicates build requirements to the production function. Following production, the item quantities are then sent to the satellite warehouses using their original DO requirements.</li> </ul> <p>The reason that planners use DRP when the supply source is a company plant or an outside make-to-order producer is purely one of lead time. In a distribution channel that does not produce its own inventory, replenishment lead times are normally short, consisting literally of the time it takes to transport inventory from facility to facility plus DO administration time. Reorder point techniques work very well in this environment. On the other hand, in a distribution channel fed from a production plant, lead times are much more complicated. Production planners often must manage significant processing and purchasing lead times before finished goods are made and available to channel members.</p> <p>To solve this problem, planners need to implement a replenishment system that provides a time-phased plan of product requirements originating in the supply channel and extending into the future that can be fed directly into the plant’s master production schedule (MPS). Once channel demand is in the MPS, planners can effectively schedule production and purchase the necessary components and materials to meet future demand. Since the ROP generates a single replenishment order, it cannot perform this function and should not be used in distribution channels where finished goods are derived from production plants.</p> <p>In the next blog in the series we will be exploring the mechanics of the time-phased order point (TPOP).</p>

This article courtesy of: Thinking Supply Chain

A new supply chain article has been published on http://www.supplychaincircle.com/purchasing-policy-or-purchasing-police-the-influence-of-institutional-logics-and-power-on-responses-to-purchasing-formalization/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

Purchasing policy or purchasing police? The influence of institutional logics and power on responses to purchasing formalization

Frida Pemer, Tale Skjolsvik

Abstract

Seeking to benefit from higher levels of purchasing maturity, many organizations strive to formalize their purchasing practices. Why these practices are not adopted by certain organizations or for certain types of purchases is less well understood, however. It has been argued that the purchasing of knowledge-intensive services is particularly difficult to formalize, but an in-depth understanding of the inter- and intra-organizational dynamics influencing this process is lacking. This study contributes to the purchasing and supply management literature by providing a fine-grained understanding of how actors respond to formalization initiatives. Building on an exploratory interview methodology and using institutional logic and power theory as foundations, we show that formalization initiatives lead to institutional complexity and conflicts. Sets of strategies and counterstrategies for how to deal with the complexity and conflicts are identified, and relational power is found to moderate which strategy is used by the actors. Based on the empirical findings, a conceptual model is developed to describe the response process.

This article is protected by copyright. All rights reserved.

This article courtesy of: Journal of Supply Chain Management

A new supply chain article has been published on http://www.supplychaincircle.com/introducing-a-new-competition-for-tomorrows-leaders-in-o-r-analytics/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

Introducing a new competition for tomorrow’s leaders in O.R. & Analytics

The International OR & Analytics Team Competition is a unique student competition that provides a real-world workplace experience.

Teams of students will use the same data set and software systems to solve a challenging business problem using an OR/Analytics approach. A panel of industry experts will judge their submissions.

This article courtesy of: INFORMS Blog

A new supply chain article has been published on http://www.supplychaincircle.com/recruiting-the-right-people-for-the-right-jobs/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

Recruiting the Right People for the Right Jobs

<img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/apics-supply-chain-management-now.png?sfvrsn=2" alt="APICS-Supply-Chain-Management-Now" title="APICS-Supply-Chain-Management-Now" /><img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/apics-blog-thinking-supply-chain—abe_e.png?sfvrsn=4" title="APICS Blog Thinking Supply Chain – Abe_E" /><br /> <br /> I’ve had many conversations recently about the same theme: Supply chain and manufacturing offer great career opportunities. But how do we attract more people to these areas? We at APICS are not alone in this quest. I know this discussion is happening at many different employers, suppliers, and affiliated associations. Now, the topic has attracted the attention of mainstream media. Last week, <em>The Wall Street Journal</em> featured the article <a href="http://www.wsj.com/articles/how-manufacturers-are-recruiting-millennials-1465351261" _fcksavedurl="http://www.wsj.com/articles/how-manufacturers-are-recruiting-millennials-1465351261" target="_blank">“How Manufacturers Are Recruiting Millennials.”</a><br /> <br /> “Thousands of companies across the U.S. are trying to rebrand manufacturing as a high-tech industry full of opportunity,” Aili McConnon writes. “Their target audience: smart-phone wielding millennials and their parents who still think of manufacturing jobs as high-risk for moving offshore or as a backup career if one can’t become a doctor, lawyer, or teacher.”<br /> <br /> A study by Deloitte Consulting and The Manufacturing Institute forecasts 2 million unfilled manufacturing jobs by 2025. Millennials are one group that could help satisfy this growing need. Although The Manufacturing Institute reports that millennials seek technology jobs above all others, they aren’t choosing manufacturing jobs because they don’t realize how integral technology is to these roles. It’s up to the industry to help millennials make the connection and see the attraction.<br /> <br /> Millennials (and their parents) also might be surprised to realize how competitive the salaries are in manufacturing. The US Bureaus of Labor Statistics and Economic Analysis report that the average manufacturing worker in the United States earned $79,553 in 2014. By contrast, the average salary for US workers in all industries was $64,204. APICS 2014 research shows that the average annual compensation in the United States across all supply chain job categories was $95,905. Salaries can be equally lucrative in many other areas of the world.<br /> <br /> <em>The Wall Street Journal</em> highlights some of the tactics manufacturing companies are using to attract new workers. For example, USG, a construction materials manufacturer, started accepting job applications from mobile devices. The company saw its application rate jump 26 percent as a result. GE now uses virtual reality to educate and attract potential employees.<br /> <br /> As part of The Manufacturing Institute’s Ambassador Program, Nichole Williams speaks to students about what she does as a Lean Six Sigma Black Belt at Cooper Tire & Rubber’s Tupelo, Mississippi, site. “Students have no idea what jobs there are in manufacturing,” Williams says in the article. “They want to know what I do all day. So we talk about how manufacturing jobs are not the dark, dirty, and dangerous jobs of the past. They are really high-tech and innovative. You can make a lot of money and have a good career path.”<br /> <br /> <strong>Untapped resources<br /> </strong><br /> To fill the talent gap projected for supply chain and manufacturing, we have to reach and appeal to untapped sources. Millennials are one group, veterans are another, and women are yet another. <br /> <br /> I was honored to recently be interviewed by Colonel David W. Sutherland, president of Sutherland Partnership and chair of Easter Seals Dixon Center. During the <a href="http://www.huffingtonpost.com/colonel-david-w-sutherland/supply-chain-industry-loo_b_10451604.html" _fcksavedurl="http://www.huffingtonpost.com/colonel-david-w-sutherland/supply-chain-industry-loo_b_10451604.html" target="_blank">interview</a>, I sought to educate veterans about the great career potential offered through supply chain careers. <br /> <br /> I wouldn’t be doing my duty if I didn’t also educate supply chain hiring managers and human resource professionals about the great amount of potential veterans bring to these roles. Veterans represent a significant market segment with a tremendous amount of talent and skill from their military training. They have qualities that we look for in our employees—from their understanding of broader concepts and strategies to being able to drill down on tactical issues and specific details. A successful supply chain professional must be able to balance both sides.<br /> <br /> Lastly, I want to offer an important resource to you. APICS recently partnered with The Manufacturing Institute to produce the <a href="http://www.apics.org/sites/apics-supply-chain-council/research-and-publications/2015-women-in-manufacturing-study" _fcksavedurl="http://www.themanufacturinginstitute.org/Initiatives/Women-in-Manufacturing/~/media/4BC27E5D1CBD4D25A8FCDA68F26D3C3A.ashx" target="_blank">STEP Ahead Ambassadors Kit</a>, which provides you everything you need to go out and lead the charge in attracting women and young people to the supply chain workforce. I hope you will use this and other resources to help spread the word about our exciting field. 

This article courtesy of: Thinking Supply Chain

A new supply chain article has been published on http://www.supplychaincircle.com/recalls-not-what-they-used-to-be/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

Recalls: Not What They Used to Be

<img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/apics-supply-chain-management-now.png?sfvrsn=2" alt="APICS-Supply-Chain-Management-Now" title="APICS-Supply-Chain-Management-Now" /><img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/apics-blog-thinking-supply-chain—abe_e.png?sfvrsn=0" title="APICS Blog Thinking Supply Chain – Abe_E" /><br /> <br /> Water heaters, car steering wheels, and frozen peas: These seemingly disparate things have recalls in common. And, according to <em><a href="http://www.seattletimes.com/nation-world/recalls-up-better-detection-fewer-suppliers/" _fcksavedurl="http://www.seattletimes.com/nation-world/recalls-up-better-detection-fewer-suppliers/" target="_blank">The Seattle Times</a></em>, they are just a few examples of the thousands of recalls manufacturers have issued in the past year. “The deluge shows no sign of slowing,” writes Stacy Cowley. “Across almost every product category, the scope and complexity of recalls are on the rise.”<br /> <br /> The article lays out the US numbers. For cars, 51 million vehicles were recalled last year—that’s three times as many as were sold. Food recalls have doubled annually since 2002. And the Consumer Product Safety Commission announces at least one recall each day.<br /> <br /> Two trends are responsible for the increased number of recalls. First, public safety is garnering more attention. “Some manufacturers will always cut corners or make mistakes, but better detection tools and stricter safety rules mean that problems that once went undetected are now more often spotted and traced back to their source,” Cowley writes.<br /> <br /> Second, manufacturers operate in a consolidated environment, and many of those in the same or related industries share suppliers. This means recalls are more widespread and complicated. Take, for example, the Takata air bag recall, which affected 14 automakers and as many as 1 in every 4 cars on the road in the United States.<br /> <br /> “The fix is tricky and the stakes are high,” Cowley writes. Consider that Honda executives may choose to handle the air bag recall for its 2011 CR-Vs differently from the way Ford handles the same recall for its 2008 Fusions.<br /> <br /> The article stresses that companies must work diligently to identify problems and communicate to consumers. “That puts the onus on manufacturers to be aggressive and creative in reaching their customers,” Cowley writes. Traceability enables manufacturers to use more than letters in the mail; they can reach customers using emails, phone calls, and text messages as well.<br /> <br /> <strong>Minimizing recall havoc<br /> </strong><br /> Consider the importance of reverse logistics when managing many types of recalls. Reverse logistics is defined as follows in the <em>APICS Dictionary</em>, 14th Edition: “A complete supply chain dedicated to the reverse flow of products and materials for the purpose of returns, repair, remanufacture, and/or recycling.” <br /> <br /> The <em>APICS</em> magazine <a href="http://www.apics.org/news-landing-page/2016/05/31/the-dreaded-product-recall" _fcksavedurl="http://www.apics.org/news-landing-page/2016/05/31/the-dreaded-product-recall" target="_blank">May/June 2016 cover story</a> is dedicated to the subject of safeguarding your customers, company, and brand when facing a product recall. Managing Editor Elizabeth Rennie found that product recalls often are necessary because of employee error. Other reasons include lack of preventive and predictive maintenance, pathogens on employees’ clothing or shoes, and insufficient water quality testing. Rennie highlights strategies companies such as Blue Bell Creameries and Trek Bicycle have put in place to manage and persevere throughout product recalls.<br /> <br /> <em>APICS</em> magazine provides valuable content in each issue. Visit <a href="http://apics.org/magazine" _fcksavedurl="http://apics.org/magazine" target="_blank">apics.org/magazine</a> to see what’s new. To delve even deeper into the issue, download the <em>APICS</em> magazine tablet app, which is full of exclusive, digital content. Search for “APICS mag” in the <a href="https://itunes.apple.com/us/app/apics-mag/id1016646736?ls=1&mt=8" _fcksavedurl="https://itunes.apple.com/us/app/apics-mag/id1016646736?ls=1&mt=8" target="_blank">App Store</a> or <a href="https://play.google.com/store/apps/details?id=org.apics.apicsmagazine" _fcksavedurl="https://play.google.com/store/apps/details?id=org.apics.apicsmagazine" target="_blank">Google play</a>. 

This article courtesy of: Thinking Supply Chain

A new supply chain article has been published on http://www.supplychaincircle.com/creating-a-lean-and-green-culture-2/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

Creating a Lean and Green Culture

Launching a cost cutting, productivity-enhancing, or sustainability initiative creates efficiencies with environmental benefits and cost reductions.

This article courtesy of: Inbound Logistics

A new supply chain article has been published on http://www.supplychaincircle.com/csxs-iot-enabled-machine-learning-journey/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

CSX’s IoT Enabled Machine Learning Journey

Peter Reynolds

The Internet of Things (IoT) and machine learning are both getting a great deal of attention. Many pundits say there is more substance than reality to this coverage. But CSX has shown that one area where the ROI of IoT is clear, is in the area of predictive and prescriptive maintenance.

This article courtesy of: Logistics Viewpoints

A new supply chain article has been published on http://www.supplychaincircle.com/better-relationships-for-your-bottom-line/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

Better Relationships for Your Bottom Line

<img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/apics-supply-chain-management-now.png?sfvrsn=2" alt="APICS-Supply-Chain-Management-Now" title="APICS-Supply-Chain-Management-Now" /><img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/apics-blog-thinking-supply-chain—abe_e.png?sfvrsn=0" title="APICS Blog Thinking Supply Chain – Abe_E" /><br /> <br /> Trust and positive relationships with suppliers lead to more than general goodwill for automakers. According to Planning Perspectives President John W. Henke Jr., it can mean winning a supplier’s newest technology and most innovative designs, plus getting the best prices. This week, <em><a href="http://www.detroitnews.com/story/business/autos/general-motors/2016/05/16/gm-nissan-supplier-relations-study/84428498/" _fcksavedurl="http://www.detroitnews.com/story/business/autos/general-motors/2016/05/16/gm-nissan-supplier-relations-study/84428498/ " target="_blank">The Detroit News</a></em> highlighted the results of the 2016 North America Automotive OEM Buyer-Supplier Study, conducted by Planning Perspectives.<br /> <br /> General Motors (GM) mounted a big comeback this year, moving from last to fourth place on the study’s index, which ranks the six largest automakers in North America by their relationships with suppliers. Although GM improved the most, Ford also improved but remained in third place.<br /> <br /> “GM for the past few years has been focused on bringing suppliers into vehicle development and design discussions earlier and in some cases issuing contracts for multiple generations of vehicles,” Melissa Burden writes. “The automaker also has sought ideas from suppliers on how to reduce waste.”<br /> <br /> The article credits GM’s revamped purchasing department leadership, increased training, and improved supplier communications with improving its ranking. Although Toyota and Honda remain the top-ranked automakers for supplier relations, GM is the only automaker to show “meaningful improvement” in its purchasing area performance, <em>The Detroit News</em> reports. On the other side of the spectrum, Nissan Motor Corp. fell from fourth to fifth place in the index, and Fiat Chrysler remained sixth and last of those assessed.<br /> <br /> Steve Kiefer is GM’s vice president of global purchasing and supply chain. He previously worked for Delphi Automotive, a GM supplier. “It is good to do what we are doing right now, which is improving our relationships, listening to suppliers, implementing their ideas, and coming up with items that improve their profitability and our profitability simultaneously,” Kiefer says in the article.<br /> <br /> Henke echoes those sentiments. He notes that automakers with the best relationships with their suppliers can see millions more dollars in their operating profits compared with their competitors.<br /> <br /> <strong>Relationship troubles?</strong><br /> <br /> A positive relationship with your suppliers can have a positive effect on your company’s bottom line. Everyone could learn lessons from GM’s supplier-relations improvement: Build better relations and improve trust. Consider how Planning Perspectives’ recent study turns around the idea of a supplier scorecard, which is defined by the <em>APICS Operations Management Body of Knowledge Framework</em> as follows: “Supplier scorecards are used to certify quality suppliers and negotiate prices on purchase orders. The purpose of a supplier scorecard is to evaluate the quality of the supplier’s products, the timeliness of its deliveries and delivery cycle times, the number of returns or defective products, and customer complaints, among other variables … The scorecard is developed between the customer and the supplier with a mutually agreed-upon set of metrics.”<br /> <br /> The age-old idea still applies in today’s profit-driven world: Working together gets you further than working by yourself. Prepare yourself to contribute to and build a successful team by earning your APICS Certified Supply Chain Professional (CSCP) designation. APICS CSCP education provides professionals with essential tools to master effective management of global supply chain activities. Plus, it enables professionals to create consistency and foster collaboration through best practices, common terminology, and corporate communication. For more information about earning your APICS CSCP, visit <a href="http://apics.org/cscp" _fcksavedurl="http://apics.org/cscp" target="_blank">apics.org/cscp</a>.

This article courtesy of: Thinking Supply Chain

A new supply chain article has been published on http://www.supplychaincircle.com/automotives-new-power-source/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

Automotive’s New Power Source

<img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/apics-supply-chain-management-now.png?sfvrsn=2" alt="APICS-Supply-Chain-Management-Now" title="APICS-Supply-Chain-Management-Now" /><img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/apics-blog-thinking-supply-chain—abe_e.png?sfvrsn=0" title="APICS Blog Thinking Supply Chain – Abe_E" /><br /> <br /> With its strong industrial and economic force, the automotive sector plays a dominant role in the world’s business. This week, <em><a href="http://www.slate.com/articles/business/the_juice/2016/04/tesla_s_real_innovation_is_its_business_practices_not_its_electric_cars.html" _fcksavedurl="http://www.slate.com/articles/business/the_juice/2016/04/tesla_s_real_innovation_is_its_business_practices_not_its_electric_cars.html" target="_blank">Slate</a></em> ran an article highlighting how Tesla is disrupting automotive norms and experiencing rising success. <br /> <br /> Traditional automotive manufacturers spread revenues to a wide variety of other businesses: suppliers, auto dealers, gas stations, and media. Tesla’s cars are technologically advanced, which often is seen as its competitive advantage. “[However], the company’s most meaningful innovation lies in its business practices, which differ significantly from those of other car manufacturers,” Daniel Gross writes in the article. “As a result, Tesla’s impact will extend far beyond the company’s bottom line.” <br /> <br /> Think about the facts as reported by Tesla itself on its <a href="https://www.teslamotors.com/blog/the-week-electric-vehicles-went-mainstream" _fcksavedurl="https://www.teslamotors.com/blog/the-week-electric-vehicles-went-mainstream" target="_blank">blog</a>. In one week, the company received more than 325,000 reservations for its new Model 3, which won’t even be available until late 2017. The reservations cost $1,000 each and promise almost $14 billion in implied future sales. <br /> <br /> In the <em>Slate</em> article, Gross points out the five major disruptions Tesla could create for the entire automotive industry. <ol> <li>Tesla’s electric cars reduce gas sales. “For every 100,000 Teslas on the road, that’s 40 million gallons of gasoline not sold—or about $100 million not spent annually at gas stations.” Gross does note the additional spending on electricity.</li> <li>Tesla doesn’t pay for advertising or endorsements. According to the company’s blog, the Tesla team relies on grassroots efforts. By contrast, <em>Slate</em> reports that in 2015, 3 of the top 10 advertisers in the United States were car companies—General Motors, Ford, and Fiat Chrysler. Further, Tesla also eschews pricey auto shows and sponsorships.</li> <li>Tesla doesn’t use auto dealers. Instead, the company sells directly to consumers through its own retail stores. “Every sale of a Tesla vehicle, then, represents a loss of margin for a car dealer—and a threat to a century-old structure in which vehicles are sold through dealers who maintain large lots of inventory,” Gross writes.</li> <li>Tesla charges full freight for its cars, as opposed to the incentives offered by auto dealers. Last November, the average incentive—including bonus features, options, and cash rewards offered to help move cars off the lot—paid per car sold was $3,108. Some US Tesla owners are entitled to a $7,500 federal tax credit for purchasing an all-electric car. However, the full tax credit will no longer be available once the company sells 200,000 vehicles.</li> <li>Tesla has a unique relationship to the financial markets. Although it sold $500 million in stock to the public in 2015, its deposits for future cars are providing the company with an interest-free cash infusion. Sure, Tesla is obliged to provide cars for those deposits, but it isn’t obliged, as Gross points out, to pay Wall Street underwriting fees.</li> </ol> Of course, although Tesla challenges more traditional automotive manufacturers, it also faces its own challenges. Principally, it has to deliver on its promises—325,000 Model 3s, and that number is growing. <br /> <br /> <strong>Delivery<br /> </strong><br /> One thing Tesla leaders will have to do just like their more traditional competitors is consider the company’s productivity, defined by the <em>APICS Dictionary</em>, 14th Edition, as follows: “An overall measure of the ability to produce a good or a service. It is the actual output of production compared to the actual input of resources. Productivity is a relative measure across time or against common entities (labor, capital, etc.) …”<br /> <br /> How is your company’s productivity? Could it withstand a market disrupter, such as Tesla? Earning your Certified in Production and Inventory Management (CPIM) designation provides you with the ability to understand and evaluate production and inventory activities within a company’s global operations. The CPIM program enables you to master concepts and strategies related to demand management, procurement, supplier planning, capacity planning, and more. Visit <a href="http://www.apics.org/careers-education-professional-development/certification/cpim" _fcksavedurl="http://www.apics.org/careers-education-professional-development/certification/cpim" target="_blank">http://www.apics.org/careers-education-professional-development/certification/cpim</a> for more information.

This article courtesy of: Thinking Supply Chain

A new supply chain article has been published on http://www.supplychaincircle.com/new-ideas-for-team-building/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

New Ideas for Team Building

<img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/apics-supply-chain-management-now.png?sfvrsn=2" alt="APICS-Supply-Chain-Management-Now" title="APICS-Supply-Chain-Management-Now" /><img src="http://www.apics.org/sf_images/default-source/think-supply-chain-blog/apics-blog-thinking-supply-chain—abe_e.png?sfvrsn=0" title="APICS Blog Thinking Supply Chain – Abe_E" /><br /> <br /> The headline “How Coty Reinvigorated Its Supply Chain,” encouraged me to read with keen interest last week’s article in <a href="https://hbr.org/2016/05/how-coty-reinvigorated-its-supply-chain" _fcksavedurl="https://hbr.org/2016/05/how-coty-reinvigorated-its-supply-chain" target="_blank"><em>Harvard Business Review</em></a>. Coty is a global beauty company, and its fragrance and color cosmetics portfolio includes such well-known brands as Balenciaga, Calvin Klein, Nautica, Sally Hansen, and others.<br /> <br /> According to <em>Harvard Business Review</em>, in 2010 Coty was rapidly expanding through acquisitions and internal growth. Its supply chain leaders sought to “align, integrate, and further accelerate improvements,” write Tom Halton, vice president of supply chain for color cosmetics at Coty, and Ken Perlman, affiliate at Kotter International, in the article. To proceed, Coty worked with Kotter International, a change-management consultancy. I assure you, however, this issue of <em>Supply Chain Management Now</em> isn’t an advertisement for the firm. Instead, it provides lessons I think we all could implement to experience positive results.<br /> <br /> To begin their global change management, Coty leaders eschewed the following commonly held beliefs and processes about building a team: First, develop the strategy; next identify the new work effort to implement the established strategy, allocate the budget, and eventually get the team to start executing the plan. You know the procedure. “This is a perfectly logical sequence,” Halton and Perlman write. “It appeals to reason and experience. But it also may contribute to the fact that 70 percent of special projects and strategy initiatives fail.” <br /> <br /> Instead Coty and its partners at Kotter opted to invite participation in the project. These are their seven steps to success: <ol> <li>Create a broad-based call to action. For Coty, this meant “developing its supply chain into a competitive advantage,” the authors note. Senior managers asked employees to describe what they would do to improve the agility of the supply chain.</li> <li>Encourage everyone to respond. Many employees will not, and that’s OK. At Coty, the ones that did respond were “passionate, courageous, and action-oriented," the authors report. "The group that did not respond included, at best, interested spectators; at worst, active detractors.” </li> <li>Use uncommon selection criteria. According to the authors, passion is more important than logic and skills. For change management to really work, companies need people on the team who can influence others and start working.</li> <li>Invite volunteers to apply for more work. Coty encouraged volunteers to apply to be on its change-management team.</li> <li>Review the applications. This should be done by people who know the volunteers and employees. The authors suggest that site and office leaders, rather than executives who might be removed from the applicants, handle the review process.</li> <li>Balance the team and ensure it is the correct size. Do the members on the team represent different functions; varying time in the organization; differing levels, locations, and, if applicable, languages?</li> <li>Commence the project.</li> </ol> As Coty’s processes evolved, its change-management team did too. The original members rotated off and new members took on the challenge. According to the article, Coty’s supply chain initiatives generated several million dollars in value for the organization.<br /> <br /> “The other important effect was the change in attitude which catalyzed hundreds of supply chain employees to come forward with great ideas and then transform them into wins,” Halton and Perlman write. “We went from leadership by a few to leadership by many through continuous improvements and higher performance.”<br /> <br /> <strong>Value generation<br /> </strong><br /> Let’s examine how continuous improvement is defined in the <em>APICS Dictionary</em>, 14th Edition: “The act of making incremental, regular improvements and upgrades to a process or product in the search for excellence.” Many of you already have continuous improvement processes underway in your organizations. However, do you use that traditional team-building approach? What would happen if you took a cue from Coty, and invited employees to take ownership?<br /> <br /> I think it’s this kind of innovation that could spark some very positive changes throughout supply chain organizations. If you have examples, we at APICS would appreciate hearing them. Consider submitting an article to <em>APICS </em>magazine or <em>APICS Extra</em>. View our author guidelines <a href="http://www.apics.org/industry-content-research/publications/apics-magazine-home/magazine-contacts" _fcksavedurl="http://www.apics.org/industry-content-research/publications/apics-magazine-home/magazine-contacts " target="_blank">here</a>. 

This article courtesy of: Thinking Supply Chain

A new supply chain article has been published on http://www.supplychaincircle.com/global-logisticsmdashapril-2016/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

Global Logistics—April 2016

Chinese investors look to U.S. for economic growth; air cargo industry struggles

This article courtesy of: Inbound Logistics

A new supply chain article has been published on http://www.supplychaincircle.com/creating-a-lean-and-green-culture/?utm_source=TR&utm_medium=&utm_campaign=SNAP%2Bfrom%2BSupplyChainCircle

Creating a Lean and Green Culture

Launching a cost cutting, productivity-enhancing, or sustainability initiative creates efficiencies with environmental benefits and cost reductions.

This article courtesy of: Inbound Logistics