The Ledger

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Tag Archives: supply chain analytics

CFO Magazine: The Great Logistics Crunch

“Many of these practices fly in the face of the traditional philosophy of just-in-time inventory management focused on cutting supply chain costs to the bone. The future calls for investment in supply chain professionals who can manage relationships and implement systems to integrate with and monitor suppliers. Continuing to run a supply chain that’s hostage to logistics bottlenecks, price instability, and poor visibility will ultimately result in increased business risk and disappointed customers.”

Read More at CFO Magazine >

Industry Week: Visibility Is Everything in the New Automotive Supply Chain

“Traditionally, it has been very difficult to create a line of sight through an entire automotive supply chain for a variety of reasons, including a lack of trust and communication between stakeholders, reliance on poor volume forecasts and outmoded data management systems. The result is an unknown number of potentially disastrous threat vectors that remain buried until it’s too late to avoid them.”

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Industry Week: Evolve Your Supply Chain Management to Be More Strategic

“Accuracy in forecasting can be as much of an art as a science in many industries. But it is hard to make strategic decisions if your forecasting is at 50 percent accuracy.”

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CFO Journal: Technology Budgets Shift to Reflect Pandemic-Era Priorities

“By exposing major supply chain weaknesses, including demand surges and drops, reduced productivity, raw material shortages, and storage and product handling issues, COVID-19 became a surprise catalyst for the adoption of resilient supply chain analysis and management solutions.”

Read More at Wall Street Journal >

Global Finance Magazine: Supply Chain Management Under Disruption

“Digital technologies will be a critical component of every company’s supply chain moving forward. They help optimize operations and achieve cost-saving goals, while enabling better customer-responsiveness from suppliers all along the chain.

Executives in this space talk a lot about the “supply chain control tower”—a dashboard of data, key performance indicators and other metrics that help managers achieve real-time, end-to-end visibility of their supply chains.”

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CFO Magazine: Four Questions CFOs Should Ask Their Supply Chain Leaders

“For CFOs, it is critical to remain engaged in these conversations with their CSCOs and broader supply chain and transportation leadership. This includes making transportation volatility a C-suite-level conversation, capturing growth while controlling costs, ensuring that upstream and downstream collaboration is part of the ongoing strategy to strengthen the value chain, and adapting to a fast-changing environment.”

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Industry Week: The Complex Choreography of Supply Chain Resilience

“Building a resilient supply chain requires precise forecasting, the ability to rapidly adapt to short-term situations, supply chain flexibility, and being able to detect problems at an early stage. These capabilities must be captured in processes that rely on decision-making based on data available any time, any place.”

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CFO Journal: Navigating a Better Route to Supply Chain Resilience

“By applying the framework of risk-adjusted cost optimization to their decisions, CFOs can simultaneously increase the supply chain’s resilience—and boost their own.”

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CFO Journal: What Are Your Supply Chain’s Weakest Links?

Duties that CFOs are having to take responsibility for in relation to their company’s supply chain have been on the rise after a year of an unpredictable supply chain. Here are some things that will take precedent so that CFOs can keep up and prepare to identify critical bottlenecks and prepare for long-term disruptions:

  1. Supporting the supply chain function
  2. Improving supplier data collection
  3. Upgrading metrics
  4. Creating a playbook

Read More at Wall Street Journal >