We are presenting a SC Digest Videocast on Tuesday, December 14 at 11:30 EST. Here is a description of the Videocast:
Increased complexity requires a complete supply
chain network based approach to sourcing that incorporates end to end
cost from supplier to customer and all of the associated manufacturing,
logistics and inventory costs in between.
A network based approach enables
the ability to meet sales demand, reduced transport miles, efficient
production, improved asset utilization and capital deferment, which,
results in increased revenues, lower production costs, lower
transportation costs, and increased manufacturing capacity. Another key
component is understanding how robust the supply chain is to different
events or risks and designing the supply chain to withstand 'shocks'
frequently experienced in today's large global supply chains.
Join IBM ILOG to learn how top
performing Consumer Products companies are leveraging sourcing
optimization to drive customer service and system profitability through
effective asset use.
We had the privilege of speaking with MillerCoors at the annual CSCMP conference in San Diego earlier this year. In that talk, they discussed how a significant amount of the $750 million in synergies came from the combining of the Miller and Coors supply chain.
The press release reports on the progress of the supply chain transformation as well as the on-going efforts to improve the supply chain:
In the third quarter, MillerCoors successfully completed initial product
transitions within its national brewery network. The company will
continue to focus on further network optimization through peak/non-peak
season sourcing changes, as well as opportunities for increased
We see many firms relying on advanced analytical solutions, like LogicNet Plus XE, to help drive savings in the supply chain. The savings can come from combining distribution networks, optimizing production decisions across the supply chain, and reacting to the changes in demand patterns throughout the year.
Previously, Indeval, like most CSDs around the world, operated a
settlement system that required banks to hold liquidity of billions of
dollars while securities were being settled. Linking the delivery of
securities to their corresponding payment requires depositors to have
adequate financial resources available to settle their trades. Financial
institutions may have to borrow if they do not have sufficient funds to
settle stock and debt trades.
At the heart of
Indeval's Dali securities settlement system, the IBM ILOG CPLEX
Optimizers match thousands of transactions simultaneously, so that only
net amounts of securities and cash need to be transferred among the
participating financial institutions. This tremendously reduces the
amount of cash and securities the institutions need to have on hand to
settle the transactions.
Indeval won the 2010 Edelman Award from INFORMS (Institute for Operations Research and the Management Sciences) for this work.
Memories of having to take unexpected markdowns of up to 70 percent on
leftover holiday merchandise during the recession prompted retailers to
keep inventories low during the critical months of November and
December. The strategy has helped retailers better manage their
businesses, but it also means clearance racks are expected to be thin.
Good inventory optimization are critical to a firm's success. Only by optimizing inventory across the supply chain can you truly optimize inventory within the stores. This often can involve both the retailer and the suppliers jointly optimizing inventory. Proper inventory optimization can give your supply chain the flexibility to meet unexpected high demand with a minimal amount of inventory invested in the system.
As retailers try to continue the momentum of this holiday season, inventory optimization will play a critical role--- too much inventory creates a financial risk if sales do not materialize and too little inventory creates a risk of losing revenue or market share.
IBM recently came out with its annual "Next Five in Five" report highlighting five innovation predictions for the next five years. One article that picked up the story pointed out:
IBM, the world's largest provider of computer services, is one of the
few big corporations investing in long-range research projects and
invested $5.8 billion in research and development last year, accounting
for 6.1% of revenue, according to the company's financials.
This investment in research helps benefit our supply chain clients. For example, IBM recently came out with a new study and white paper, "New Rules for a New Decade: A Vision for Smarter Supply Chain Management." SupplyChainDigest picked up the story and provides a nice summary in addition to the IBM material. The study found that supply chain visionaries have significantly better financial returns by more quickly predicting demand and optimizing and analyzing their supply chain to take advantage of this in closer to real-time. The chart below summarizes the key capabilities of different types of supply chain organization. Of course, there are significant advantages to getting your supply chain to the "Planners" level.
It is increasingly important to have the analytics
that enable better decision-making, says Douglass. But an area where
supply chain managers need to improve is scenario planning— assessing
different alternatives based on risks.
“It’s like having different playbooks with different response profiles for different contingencies,” Douglass explains.
Overall, IBM is investing heavily in supply chain thought leadership to help our clients run better supply chains.