Subscribe to our free, weekly email newsletter!


All Pearson on Excellence Entries

Monday, April 01, 2013

In this column—the fourth in a series of five articles focused on dynamic supply chain operations—we look at the role and importance of “flexible innovation.”
Posted on 04/01 at 07:00 AM
ColumnsPearson on ExcellenceApril 2013Supply ChainPermalink


Friday, March 01, 2013

In this column—the third in a series of five articles focused on dynamic operations—we look at the role and importance of adaptable structure.
Posted on 03/01 at 07:00 AM
ColumnsPearson on ExcellenceSupply ChainMarch 2013Permalink


Friday, February 01, 2013

In our previous column we introduced the concept of “dynamic operations:” supply chain networks that respond quickly and smoothly to changing business conditions. We also identified dynamic operations’ four enabling capabilities and looked briefly at how they work together to help companies identify, accommodate, and even benefit from supply chain disruptions. The first of these capabilities is “insight to action.”
Posted on 02/01 at 11:11 AM
ColumnsPearson on ExcellenceGlobal LogisticsGlobal TradeFebruary 2013Permalink


Thursday, November 01, 2012

One hallmark in the era of permanent volatility is fluctuating commodity prices: everything from aluminum (variations up to 30 percent in 2012) to zinc (variations up to 25 percent in 2012). The result is endless headaches for people and departments in virtually every industry: the procurement folks buying materials; the logistics and transportation staff moving it; the finance guys forecasting expenses; and even the sales and marketing staff struggling to pass unanticipated cost increases on to customers.
Posted on 11/01 at 08:00 AM
ColumnsPearson on ExcellenceNovember 2012Supply ChainPermalink


Monday, October 01, 2012

Effective use of business analytics—using quantitative methods to derive forward-looking insights from data—is essential for companies that are serious about supply chain excellence. Why? Because with analytics, supply chain managers gain a deeper understanding of what is happening upstream and downstream. As a result, they’re better able to assess the operational impacts of prospective supply chain decisions.
Posted on 10/01 at 08:00 AM
ColumnsPearson on ExcellenceGlobal LogisticsGlobal TradeOctober 2012Permalink


Saturday, September 01, 2012

Today more than ever, innovation is a top priority. Sixty-two percent of executives questioned in a recent Accenture survey noted that their business strategy is “largely” or “totally” dependent on innovation. Nowadays, however, companies don’t only need to innovate, they also need collaborators—partners—to help make innovation happen.

Wednesday, August 01, 2012

In last month’s column, we presented some dramatic research insights about emerging markets. By 2020, 57 percent of the world’s economic growth could come from emerging markets. Emerging market household incomes are expected to increase by a total of $8.5 trillion between 2010 and 2020. And if emerging-market-to-emerging-market (E2E) exports continue to increase at their current rate, they will outpace developed-country-to-developed-country (D2D) volumes by 2013.
Posted on 08/01 at 08:00 AM
ColumnsPearson on ExcellenceGlobal LogisticsAugust 2012Emerging MarketsPermalink


Tuesday, May 01, 2012

This month we reflect on the views of the businesspeople, government policy makers, and academics that participated in the World Economic Forum (WEF) study of supply chain risk.
Posted on 05/01 at 04:16 AM
ColumnsPearson on ExcellenceGlobal LogisticsGlobal TradeMay 2012Permalink


Sunday, April 01, 2012

In this first installment of a two-part series, I will look at a variety of risk-focused research efforts. In May, I will offer suggestions for managing supply chain risk—not just responding more effectively but preparing more completely.
Posted on 04/01 at 01:38 PM
ColumnsPearson on ExcellenceApril 2012TransportationGlobal LogsiticsPermalink


Thursday, March 01, 2012

In Logistics Management’s April 2010 issue, we introduced Profit, Sales, and Operations Planning (PS&OP), a way to align supply chain decision-making with high-level financial goals and long-range strategic planning. Since that time, more companies have begun implementing PS&OP-like approaches—using financial data, scenario modeling, and analytics to concurrently optimize sales, balance demand and supply, and maximize profits.


Page 2 of 3 pages  < 1 2 3 > 


© Copyright 2013 Peerless Media LLC, a division of EH Publishing, Inc • 111 Speen Street, Ste 200, Framingham, MA 01701 USA