Wolfgang Bremer

Data overload is a common issue in supply chains. Excessive data collection can lead to increased costs and a multitude of operational challenges. Supply chain leaders must prioritize effective data retention strategies for supply chains to be built around practical insights from data. To do so, leaders must consider the duration of data retention, regulatory requirements, and whether or not data is able to be aggregated. When proper data management is prioritized in supply chains, companies can tap into the *real* value data provides. #SupplyChain #SupplyChainManagement #Data #SupplyChainOperations

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While many businesses see the value in digital transformations, they also need to recognize that rushing into something isn't the best strategy. This point is particularly relevant to supply chains. As supply chain executives strive to innovate, they should prioritize ensuring that technology enhances operations rather than derails them. AI will continue to be a huge technological advancement for supply chains; however, knowing when and how to integrate AI into operations is crucial. Digital transformations allow companies to connect with and reach customers in new ways. Rushing into such an important process can only end with disappointment. #DigitalTransformation #SupplyChain #BusinessSuccess #AI

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Group Purchasing Organizations vs. Purchasing Cooperatives Compare Group Purchasing Organizations (GPOs) and Purchasing Cooperatives to optimize procurement, reduce costs, and enhance supply chain efficiency. The post Group Purchasing Organizations vs. Purchasing Cooperatives appeared first on Tier 1 HUBZone Certified Woman-Owned Office and Industrial Supplier.

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Supply chain resilience requires a shift from a triangular model to pentagonal approach, which is a key insight in our new Capgemini Invent and Kuehne Nagel blog post!  The traditional supply chain model focused on three dimensions: cost, cash, and service. But today, two other dimensions are equally critical: resilience and #sustainability. Our latest blog explores this transition and emerging strategies to build robust supply chains that can thrive despite volatility. 🔗 Read our blog today: https://lnkd.in/dPxPC4ej Learn how industry-leading organizations are using advanced technologies and strategic partnerships to enhance visibility, collaboration, and agility.  #IntelligentSupplyChainOperations #CapgeminiInvent #JoergJunghannsOnSupplyChain #SupplyChainInnovation Capgemini Business Services

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When Gartner asked Supply Chain Professionals what attributes will demonstrate the most value for supply chain to the overall business in the next 3-years, a third (33%) said Innovation! September 2, 2024 is the start date to submit your innovations for the 2025 Gartner Power of the Profession™ Supply Chain Awards. The Gartner Power of the Profession™ Supply Chain Awards are for breakthrough supply chain innovations and inspire supply chain transformation. Any company that owns, operates and/or manages a physical supply chain is eligible for the awards. Software vendors, consulting groups, public relations firms, academic institutions, and those deemed as purely service providers are not eligible. There are four categories for which you may submit an entry. You may submit one or more entries for any or all of the categories.  The 2025 submission window opens September 2, 2024, and closes October 16, 2024. You can apply here: https://lnkd.in/g___jMyk - Customer or Patient Innovation of the Year: Achieving a positive, quantifiable impact on customer or patient loyalty through supply chain. - Process or Technology Innovation of the Year: Achieving outstanding and quantifiable business performance thanks to a breakthrough supply chain innovation in process engineering or technology application. - Social Impact of the Year: Achieving a positive, quantifiable impact on community and/or the environment through supply chain. - People Breakthrough of the Year: Fostering diversity on the supply chain team, creating value for the business through supply chain, and/or developing capabilities across the value chain.

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Use simple arithmetic to sort through the noise and produce a realistic capacity plan. Nailing this allows for so much more flexibility and accountability with downstream production planning

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