model. Greg Johnsen, executive vice president,
explains how combining software-as-a-service
with an integrated network of users significantly
expands customer value.
Collaborative Planning Gets Strategic
David Johnston, Sr.V.P., Manufacturing & Distribution, JDA Software Group;Nov. 17, 2009
Collaborative forecasting between retailers and
manufacturers is moving beyond short-term, tactical activities to more strategic, longer-term
planning, says David Johnston, senior vice president of JDA Software Group. He explains what is
driving this change and how it is enabling partners to better manage demand from the store all
the way back to the manufacturer.
Synchronizing Demand in the Consumer Electronics Industry
Kedar Kulkarni, Director, Supply Chain Division,
VTech Communications Inc.;Oct. 20, 2009
Consumer electronics makers are starting to do a
better job of matching production with actual
demand. Kedar Kulkarni of VTech talks about how
far they’ve come.
Reducing the Bullwhip Effect in Manufacturing
Linda Peel, Strategic Solution Specialist, Value
Chain Planning, Oracle;Oct. 20, 2009
A company’s inability to communicate key sales
intelligence, both within the organization and
with external partners, can have a serious
impact on the bottom line, according to Linda
Peel of Oracle Corp.
The Changing World of Voice Technology
Ric Huck, Business Development Manager, Vocol-lect;Oct. 20, 2009
What began inside the warehouses of a handful of
industries is spreading to embrace a slew of new
applications, according to Vocollect’s Ric Huck.
Leggett & Platt Embraces Capacity Planning
Randall A. Wood, Staff Vice President, Leggett &
Platt, Inc.;Oct. 20, 2009
A renewed emphasis on profitability leads the
company to synchronize operations across its
supply-chain network. Staff vice president Randall Wood reveals how it’s being done.
Are You Really Thinking Outside the Box?
Shekar Natarajan, Director, Supply Chain, Pepsi
Bottling Group;Oct. 20, 2009
A company’s approach to strategic supply-chain
planning might not be as innovative as it thinks.
Shekar Natarajan of Pepsi shows how to make
sure that you’re considering all the angles.
The Secrets of Successful Change Management
Karen LaBombarda, Principal, TMG Associates;
Oct. 20, 2009
A sales and operations planning approach can yield
big benefits to the organization, says Karen LaBombarda of TMG Associates. But first, companies must
overcome people’s natural resistance to change.
Dynamite Those Corporate Silos With S&OP
Guy Yehiav, VP Sales & Strategy, Value Chain Planning, Oracle Corp.;Oct. 20, 2009
Sales and operations planning systems, coupled
with good business processes, can help companies
to achieve a common internal“language” when tackling issues of supply, demand and customer service,
says Oracle Corp.’s GuyYehiav.
Times Are Tough—But Don’t Wait To Automate
Gary Frank, Vice President, Automated Systems, Westfalia Technologies;Oct. 20, 2009
Companies stand to realize some major efficiencies in their supply chains if they act now to automate their inventory storage and retrieval systems,
says Gary Frank, vice president of automated systems with Westfalia Technologies.
How to Keep Your Suppliers in Line
Andre White, Mgr.of Performance Excellence, Appliance Ctrls, Emerson Appliances;Oct. 20, 2009
Emerson, a global technology giant, has a complex supply chain with multiple vendors.Andre
White, division manager of performance excellence, reveals how the company effectively manages product quality from both ends.
How United Technologies Ensures Supplier Quality
Anand Stanley, Dir., Supplier Dev., UTC Operations, United Technologies; Oct. 20, 2009
The company’s “Supplier Gold” program
rewards its highest-quality vendors and yields
benefits at both ends of the supply chain,
according to UTC’s Anand Stanley.
Reaping the Benefits of Vendor-Managed
Sara Roberts, Buyer, Planner, L- 3 Communications;Aug. 5, 2009
Sara Roberts, buyer and planner with L- 3 Communications, gives the lowdown on how manufacturers can improve their operations through
the use of vendor-managed inventory (VMI)
Customer Support: It’s Not Getting Any Easier
Rick Cameron, Vice President, Customer Support
Services, Glasshouse Technologies;Aug. 5, 2009
In tough economic times, customer retention,
through excellent support and service, is critical. Rick Cameron, vice president of customer
support services with Glasshouse Technologies,
outlines the cornerstones of his discipline.
In Selecting Your ERP System, Get Everybody
Vince Marchesani, Managing Partner, DDP Inter-national;June 15, 2009
From choosing the right ERP system to implementing it, all internal business units and all
external trading partners need to be involved,
says Vince Marchesani, managing partner of DDP
Driving Growth Up in a Down Economy
Ron Wilson, Director, Business Development for
Consumer Goods, River Logic;June 15, 2009
An integrated business planning solution simultaneously models supply chain processes, products, market requirements, financials,
constraints, and interdependencies, says Ron
Wilson, director of business development for
consumer goods at River Logic.
The Need to Optimize the Warehouse and Distribution Gains in Intensity
Ken Ruehrdanz, Market Manager, Distribution,
Dematic Corporation;June 15, 2009
Labor, accuracy, speed, space, inventory, and
green are still the biggest issues in warehousing
and distribution, but are more intense than ever,
says Ken Ruehrdanz, Dematic’s market manager
Making SAP, Lean and Sales and Operation
Planning Work Together
Kelly Slate, Dir., Supply Chain & Bus.Process Mgmt.,
Milliken & Co., Chem.Div.;June 15, 2009
Kelly Slate, director of supply chain and business
process management for the chemical division
of Milliken & Co., describes the challenges of
this ambitious project, and offers some advice
on getting started.
Harmon Has ‘No Finish Line’ For Supply
Lalit Panda, Sr.V.P., Supply Chain & I T, Harmon
Consumer Grp, Harmon Intl.Ind.;June 15, 2009
Harmon Consumer Group, a division of Harmon
International Industries that makes high-end consumer audio electronics, has implemented a number of supply chain initiatives to meet the particular
challenges of the consumer electronics industry.
These challenges include high demand variability,
very short product life cycles and long lead times on
the inbound side, says Lalit Panda, senior vice president of the supply chain and I T.“With the supply
chain, we believe there is no finish line. There is
always something to improve on,” says Panda.
Maximizing Savings in Trying Times
William Talerico, Director, Global Manufacturing,
CombineNet;June 15, 2009
Squeezing more than 4 to 5 percent in savings from
your supply chain should not be a problem, even in
this difficult economy, says William Talerico, director
of global manufacturing at CombineNet.
The Three Pillars of a Virtual Supply Chain
Tanya Quinn, Director, Global Supply Chain, The
Medicines Company;June 15, 2009
The Medicines Company uses a virtual supply chain
to support its young and growing pharmaceutical
business. Tanya Quinn, director of global supply
chain for the company, says that this supply chain
model, in which all activities are outsourced,
depends on three pillars of success: partnerships,
people, and processes.
Ryder’s Control Tower
James W. Moore, Vice President, Supply Chain Solutions, Ryder Systems;May 5, 2009
The provider’s“Control Tower” concept is much like
a flight plan in aviation. When a part or product is
released into the Ryder system, it travels according
to its plan and issues real-time reports, which makes
everything in its life electronically visible.An interview with James W. Moore,Vice President Supply
Chain Solutions, Ryder Systems.
Rapid Returns with Voice
Larry Landtiser, General Manager, Strategic Customer Operations, ODW Logistics;May 5, 2009
When rapid company growth swamped a ware-