All Pearson on Excellence Entries
Friday, November 01, 2013
Innovation isn’t the only path to prosperity. However, a growing number of companies have come to think that innovation’s risks outweigh its benefits. Thus they’ve opted to retain their “safe” business models and also focus more on product line extensions than real breakthroughs.
Tuesday, October 01, 2013
Every year, more products are being produced by companies whose supply chain operations are intelligently linked with suppliers and business partners. Many of the machines that make those products are guided by advanced data analysis, decision science, and other smart technology. The people who consume those products are probably using digital connections to guide their choices and ultimately make a purchase.
Sunday, September 01, 2013
This is no magic bullet that makes it possible for organizations to suddenly excel at end-to-end inventory management: to hold the right amount at the right place at the right time; to maximize enterprise-wide responsiveness to shifting demand; and to ensure crystal clear views of in-transit, in-process, and finished-goods inventories.
Thursday, August 01, 2013
A lot of global companies are hoping that emerging markets will prop up their bottom lines. They could be disappointed.
Monday, July 01, 2013
Some large companies believe that their commitments to risk management stifle innovation.
Saturday, June 01, 2013
Supply chain decision makers are well-positioned to help the world become a more habitable place, and to benefit financially from their efforts.
Wednesday, May 01, 2013
This is the final column in our series about dynamic operations, or global supply chains imbued with the ability to alter the function and focus of key processes (manufacturing, transportation, distribution, etc.) in response to changing events.
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.”
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.
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.”
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