A title made up of a double entendre (not sure if I used that right or if its appropriate but it sounds smart if not multi-national). Not only are we planning a super impressive presence at the show we will also be there to talk about planning optimization as the Cloud Alliance (recall the Three Amigos).
As a group of leading innovative software companies the context of much of our material is from in-depth market research and hands-on experiences. One such example is with a transformational major retailer analyzing all the components of their very complex supply chain independently.
I had the opportunity to work with a very bright OR professional seeking the latest and greatest approach to solving the BIG problem, let’s call him Joe (mostly because that’s his name). I said, “Hey Joe (I’m also a big fan of Jimi Hendrix, remember Garth’s Foxy Lady routine with Kim Basinger…Shwing (but I digress)) you’re doing a great job keeping up with the requirements of several functional groups but are limited due to the separation of responsibility.”
Organizations are designed for checks and balances and to distribute responsibility, authority and work load. From a political, human resources, financial and skill set perspective, it’s tough to argue with this approach. In the end though it all has to come together on behalf of the customer, right?
In summary here is a partial list of elements to consider in a multi-functional, multi-echelon supply chain infrastructure:
Facilities (the brick and mortar if you will): Warehouses with racks, conveyers and pick-faces. DCs with front rooms. Stores with back rooms.
Transportation and Logistics: Dedicated 53 foot dry vans. TEUs. FEUs. High Cubes. 28 foot pup trailers. 40 foot straight trucks. Sprinter vans. Couriers. Less than truckload. Small package and postal.
Demand (fulfillment): Customer walk-in purchases (point-of-sale). On-line e-commerce orders. Call-in orders. Lay-away orders. Returns.
Procurement (replenishment): International suppliers with long lead times. Domestic vendors with variable lead times. Standing vendor orders. Supplier direct. Vendor managed inventory.
Putting all these pieces together in a planning and execution environment that’s flexible, scalable and adaptable will take your retail enterprise to previously unrealized levels. Whether your organization is defining, re-designing, refining, aligning or shining, we would love to talk about your FULL potential.
Drop on by booth number 3949 on Level 3 and we can talk about planning and execution. SaaS and Cloud. Hops and Barley. Math and Business. Football and Futbol. Minimum cost and Maximum margin. Beer and Baseball. Supply Chain Planning, WMS and TMS. Music and Comedy. Omni-channel and Closed Loop Operational Management. IPA and Imperial Stout. Software and solutions.
You name it, the three amigos have it covered, so come on by now ya hear!
CPG Going D2C: 3 Ways to Win the Race to Consumers
The trend of CPG companies going direct-to-consumer (D2C) is on the rise. Compared to the traditional CPG model, D2C increases brand recognition and loyalty, creates new revenue streams, and enhaces your supply chain responsiveness.