6 Reasons Supply Chain Leaders Move to the Cloud
To meet market needs and effectively compete, organizations demand visibility, agility, and integration from their supply chains. Traditional SCM platforms simply can’t keep up—and leaders are leveraging the cloud to build more adaptable models.
IDC Report: 267% ROI with Oracle SCM Cloud
What’s the payoff for companies who embrace cloud? New IDC research found that Oracle SCM Cloud customers had a five-year ROI of 267% and 28% more productive supply chain teams, among other benefits. Get insights to boosting supply chain performance.
How Oracle SCM Cloud Can Enhance Your SAP Install
An end-to-end supply chain can transform your business operating model—if you’re willing to seize the opportunity. See how Oracle SCM Cloud can seamlessly integrate with SAP to turn your supply chain into an innovation center.
Build a Future-Ready Supply Chain
To compete today, supply chain leaders must say goodbye to incompatible, siloed systems and embrace future-ready cloud technology. See why Oracle SCM Cloud can help you connect all elements of your supply chain and quickly leverage new technologies as they emerge.
Supply Chain Cloud: 4 Success Stories
From improved scalability to cost savings, organizations are realizing the advantages of cloud-based supply chain management (SCM). Learn how innovative brands like Panduit have boosted supply chain performance with Oracle SCM Cloud.
Today’s supply chain is, of course, the primary processing mechanism of every manufacturing company. But it’s more than that: Its multifaceted, multicompany, multinational structure makes it the most complex management challenge found in any enterprise. Supply chain management no longer means just making sure that the right resources and the right materials move to the right place at the right time.
Published By: Anaplan
Published Date: Sep 07, 2018
Innovate the supply chain, improve the business
For many companies, supply chain performance affects 100 percent of company revenue but only part of the income statement. Supply chain problems have significant impact across the rest of the business, as do supply chain successes. If you could improve the health and visibility of your supply chain and your business, wouldn’t you?
Together with Supply Chain Management Review (SCMR), Anaplan surveyed dozens of supply chain leaders about the effectiveness of their supply chain management strategies.
Survey data capturing trends in supply chain challenges and opportunities
Practical tips on improving supply chain performance
Insight on the important connection between supply chain and business performance
Published By: Anaplan
Published Date: Sep 07, 2018
Dans de nombreuses sociétés, les performances de la chaîne d’approvisionnement affectent la totalité du chiffre d’affaires, mais seulement une partie du compte de résultat. Les problèmes liés à la supply chain ont un impact significatif sur le reste de l’entreprise, de même que les succès dont elle est à l’origine. D’où la question : ne souhaiteriez-vous pas améliorer la santé et la visibilité de votre chaîne d’approvisionnement et de votre activité ?
En collaboration avec Supply Chain Management Review (SCMR), Anaplan a interrogé des dizaines de responsables de la chaîne d’approvisionnement sur l’efficacité de leurs stratégies de gestion de la chaîne d’approvisionnement.
Au menu de cette étude :
des données définissant les tendances concernant les défis et les opportunités associés à la chaîne d’approvisionnement ;
des conseils pratiques concernant l’amélioration des performances de la chaîne d’approvisionnement ;
des éclairages sur le lien capital entre chaîne d’approvisionnement
Supply chain-centric organizations face unique challenges in today’s rapidly-changing marketplace. A variety of macro-industry factors, combined with the dynamic nature of their business, have made operations increasingly complex. As a result, there is an urgent need for tools that enable complete visibility into and enhanced management of inventory and related events and activities.
Today, as more and more organizations strive to improve productivity and profitability by dedicating the bulk of their resources to their core competencies, many of them are looking for efficient and cost-effective ways to outsource ancillary and support activities. Nowhere is this trend more prominent than among supply chain-centric organizations such as retailers, wholesalers, distributors, and manufacturers.
Corning Cable Systems offers the broadest range of end-to-end fibre optic and copper product solutions for telecommunications networks. Corning wanted to improve their supply chain to reduce inventory levels (thereby adding to bottom line savings) and reduce overall administrative costs- all without expensive or time-consuming investments.
Chase & Sons has been delivering innovative engineered products and processes to the wire and cable industry for over 50 years. They supply General Cable with specialty tapes. In the past, Chase & Sons would allocate resources for 'emergency handling' of orders which took time away from planning and other more strategic functions.
General Cable operates 28 manufacturing locations in 8 countries and is a leader in the development, design, manufacture, marketing and distribution of copper, aluminum and fiber optic wire and cable products. Their products are widely used in communications, energy, industrial and speciality markets. General Cable has nearly 300 suppliers of raw material for their US operations.
Whether you are an electrical supplies wholesaler or a manufacturer of oilfield equipment, the challenge is the same: Are you maximizing your margins by keeping your administrative processes as streamlined as possible? Or, are you wasting time and money by supporting paper-intensive processes to handle quotes, orders, ship notices, receipt documents and invoices?
In the IBM white paper, "Supply Chain Management 2010 and Beyond WP," you'll see how the role of the supply chain manager is shifting from tactical to strategic. And learn why successful supply chains must be strategic, dynamic and customer-driven.
In the IBM white paper, "The Smarter Supply Chain of the Future: Global Chief Officer Supply Chain Study," you'll see how sensor technologies, new analytic capabilities and simulation techniques can predict, if not prevent, disruptions before they occur.
Major retailers and mass merchandisers are turning up the pressure on their trading partners and even other retailers to implement Global Data Synchronization (GDS) within their organizations. These advocates see GDS and participation in the Global Data Synchronization Network (GDSN) as the best path to improving the timeliness and accuracy of their supply chains, particularly once these efforts are broadly supported across the retail supply chain landscape.
When companies adopted Just-In-Time (JIT) tactics, they did so primarily to reduce inventory costs. For the most part, this strategy worked. Reducing stocks of raw materials, parts, assemblies and finished goods reduces carrying costs, allowing companies to invest the freed-up funds in more productive assets and projects.
The challenges presented by multiple Value-Added Networks (VANs) and managing diverse trading partners create barriers to the efficiencies promised by EDI. Multiple providers mean multiple points of failure with no one entity to hold accountable. Also, as trading communities grow, end-to-end supply chain visibility becomes an essential operational requirement.
No enterprise is an island. Goods and services flow in from suppliers. When you include suppliers of wares for raw material extractors, along with recyclers that turn consumer and commercial waste into new raw materials and finished goods, it is a supply chain with no beginning and no end.
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