Recently, in the first part of my blog article series “Supply Chain Risk Management – far more than just a way out of the current crisis“, I highlighted the importance of linking the two disciplines of Risk Management and Supply Chain Management when managing crises. There is another important aspect to not just surviving times of crisis, but to come out of these strengthened. And that is the time factor.
For this reason, the second part of this blog article series is dedicated to the following questions: Where do I start? What ad-hoc measures can I implement to mitigate impact? What can I quickly do to protect my supply chain? Read more
The coronavirus crisis has revealed a long-standing challenge for suppliers even more clearly: How reliable are the demand forecasts they receive from their customers? High volatility and uncertainties in demand forecasting are not limited to pandemic times. Even in the “normal state”, the originally reported requirements can differ considerably from the materials actually called off. The decisive question is therefore: How can you improve forecasting and thus also achieve a higher level of planning accuracy? Read more
COVID-19, its effects on the industry and the restart of production currently dominate on the agenda. Everyone is longing for a return to normality and this will be the case in a few months’ time. The world will not stand still and it is certainly not standing still at this very moment. Read more
Planning, purchasing, logistics and transport management are traditionally separate processes, typically located in different departments. The material planners determine how many parts production requires and order these from the supplier, considering safety stocks. The suppliers operate in their own systems, as does the transport service provider. What, when, in what quantity and at what time is to be delivered usually remains unclear until goods receipt. Read more
The current coronavirus pandemic poses enormous, unprecedented challenges for companies. Efficient risk management plays a central role in meeting these challenges. It is not so much a question of whether the current situation could have been anticipated and planned for. Rather, the focus is on how companies can now best protect their core processes and increase the resilience of their operations. Read more
It’ s nothing new that considerations of optimization focus on excessive inventories and overly high planning or disposition costs. This is all the more true in tougher economic times.
This is where the new opportunities of digitization come in: the continuous provision of data from supplier production to transport logistics and even in-house intralogistics is no longer a vision of the future. Even minimizing process costs is now a reality thanks to automation. Read more
“In the end, it is all about communication”: In his opening speech, Prof. Andreas Zaby, President of the Berlin School of Economics and Law (HWR), welcomed the more than 750 participants from 51 countries worldwide to the MIM 2019 conference. Likewise, Prof. Dmity Ivanov and Prof. Susanne Meyer, Vice President of the HWR Berlin, who were both the driving forces behind this conference, also emphasized this unique opportunity to learn from each other in the context of modelling, management and control of manufacturing processes. Read more
Transport damages to goods, delays in delivery, poor delivery reliability: These are three typical use cases in which Smart Logistics Data helps to identify and counter risks well in advance. Read more
Missing supplies, i.e. delayed, deficient, and completely absent deliveries, are a serious and recurring problem for companies. But what can you do? And how can you ensure that ordered goods actually arrive on time?
Smart Logistics Data – that is, the intelligent collection, enrichment, and usage of data relevant to the logistics process – promises relief.
Nowadays, everyone is preaching that data is the new oil. But unlike oil, it’s not (just) the sheer output volume that matters here. What really counts is the efficient use of this data so as to draw the right conclusions in terms of the supply chain reliability. Read more