I retired from a multi-national supply chain management company to become a co-owner of a label manufacturing company, which was a real culture change for me.
In the past discussions were held with a Director or Vice President of Supply Chain or Procurement or even the Chief Operations Officer about the design or re-design of the Supply Chain. In my new position, I get to meet the buyers or an executive in charge or procuring labels. In some companies they are categorized as “Consumables”.
There is very little high level attention paid to labels due to the low cost of the labels which can be a few cents to less than a cent. Many buyers feel that the labels are such insignificant parts of the product and place very little time and attention in the sourcing and procurement of the labels.
Though the phrase partnership is often used, what really constitutes a strategic supplier partnership?
In a previous article about supplier management, I suggested that the more a supplier tells you that they are strategic, the less they really are. Strategic is a term that is often overused. Whether the phrase refers to sourcing, procurement, relationships, or other matters, its use is prevalent.
The notion of partnerships is equally ubiquitous and similarly both mis- and over-used. This article will identify a taxonomy for a strategic partnership between two parties.
In 1994, Amazon.com founder Jeff Bezos read a statistic that the Internet had been growing at 2300 percent annually. He fashioned that changing tide into a business plan that has been breaking barriers across supply chain and e-commerce that has left an indelible mark.
Beginning with booksellers, the e-commerce giant has expedited the closure of many retailers and threatens to redefine the standards of shopping in a digital world. Retailers are forced to lower prices, optimize their systems and processes, and reduce profit margins in favor of competition; meanwhile, Amazon continues its trek toward dominance.
Blog post originally created and published by, and permission to publish here provided by, Lora Cecere. Lora Cecere is Founder and Chief Executive Officer of the research firm Supply Chain Insights at http://supplychaininsights.com/
Supply chain technology is changing rapidly as new, innovative solution providers leave traditional legacy players behind.
Tremors. Seismic shifts. In supply chain management technology there is a fault line separating new, innovative technology providers and traditional supply chain software providers, and the gap between them is growing.
Even though modern coffee machines offer an attractive variety of caffeinated drinks like cappuccino or latte macchiato, for me it is a simple cup of black coffee that helps kick-start my productivity when the clock strikes 8 am.
This “kick-start”, or boost aspect of coffee was randomly discovered between the sixth and the ninth century. A widespread tale sets the scene in the kingdom of Kaffa, in Abyssinia – which today is Ethiopia – where a shepherd one day observed that his sheep were unusually cheerful after eating white blossoms and red cherries from a previously unknown plant. Further, it is said that the shepherd told monks from the nearby monastery about his new discovery, but they tagged the beans as “Devil´s work” and hurled them into a fire. The delicious smell that rose from the pit of the fire brought on the idea of roasting the beans.
Blog post created by Amy Carriere. Amy is a Professional Intuitive & Communications Coach helping businesses & professionals get BIG results in social media, marketing & public speaking.
Imagine there was a super tool available to you at all times that would provide you with the insight to know the best direction moving forward, motivating you to take action!
Imagine this “super” tool would also give you the ability to see things differently, communicate powerfully, generate innovative ideas, and make quick decisions without getting caught up in the details and massive amounts of information.
A few days ago I chatted with my brother on the telephone.
In the midst of our conversation, I could hear that he was chopping up something on a cutting board.
“What are you cooking,” I asked him.
“I’m making a banana smoothie. I ordered groceries the other day and had them delivered through Amazon Fresh. I was a complete idiot and forgot to double-check the order. So, instead of 4 bananas, I got 4 bundles of bananas.”