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All Pearson on Excellence Entries

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.
Posted on 09/01 at 07:00 AM
ColumnsPearson on ExcellenceSeptember 2013Permalink


Thursday, August 01, 2013

A lot of global companies are hoping that emerging markets will prop up their bottom lines. They could be disappointed.
Posted on 08/01 at 07:00 AM
ColumnsPearson on ExcellenceAugust 2013Supply Chain OperationsPermalink


Monday, July 01, 2013

Some large companies believe that their commitments to risk management stifle innovation.
Posted on 07/01 at 07:00 AM
ColumnsPearson on ExcellenceJuly 2013Supply Chain RiskPermalink


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.
Posted on 06/01 at 07:00 AM
ColumnsPearson on ExcellenceSustainabilityJune 2013Permalink


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.
Posted on 05/01 at 07:00 AM
ColumnsPearson on ExcellenceMay 2013Supply Chain ManagementPermalink


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 ExcellenceSupply ChainApril 2013Permalink


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



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