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All Pearson on Excellence Entries

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.

Wednesday, February 01, 2012

Most companies’ manufacturing strategies involve decisions relating to landed cost per unit, cost/quality balance, and various SKUs’ compatibility with supply chain parameters—transportability, packaging, serviceability. However, one thing is often missing: insights for connecting manufacturing operations with business results. Few companies excel at understanding and optimizing the business value of their manufacturing decisions.

Sunday, January 01, 2012

When it comes to the oil and fuel markets, it’s been quite a year. On the supply side, the biggest story was the Middle East and North Africa (MENA) region uprising epitomized by the Libyan revolt that led to the death of Muammar Gadaffi and the shuttering of 1.6 million barrels of daily oil production.
Posted on 01/01 at 01:49 PM
ColumnsPearson on ExcellenceGlobal LogisticsJanuary 2012Emerging MarketsPermalink


From a business standpoint, the first 10 years of the 21st Century have been anything but normal. Economic turmoil is almost constant, currency valuations shift with the wind, and bank lending vacillates between lenient and tight-fisted.
Posted on 01/01 at 12:30 PM
ColumnsPearson on ExcellenceJanuary 2012TransportationPermalink


Tuesday, November 01, 2011

In the future, companies’ physical end-to-end supply chains will work in concert with equally comprehensive and far reaching “digital supply networks”—from systems that support initial design and development work, all the way to those that help manage delivery and post-sale service.


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