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21st Century Supply Chain

928 posts
by Alexa Cheater

This guest post comes to us from Argentus Supply Chain Recruiting, a boutique recruitment firm specializing in Supply Chain Management.


Chief Supply Chain Officer part of an executive meetingFollowing on the success of our recent post about the Rise of the Supply Chain C.E.O, we wanted to cover the topic of the emergence of Supply Chain into a C-suite function from another angle.


That post discussed the trend of companies looking to the Supply Chain function when hiring for the most coveted role at any company: CEO. It discussed some prominent “Supply Chain CEOs” (including Apple’s Steve Cook and G.M.’s Mary Barra), and outlined the strategic advantages companies can gain from the relentless focus on customer service and mitigation of risk that Supply Chain provides. But the trend of Supply Chain’s rise to the C-suite doesn’t just mean the elevation of Supply Chain professionals into the CEO role at companies. It also means that companies are adding the Supply Chain portfolio to the executive boardroom alongside more traditional Finance, Marketing, and Information executive roles.


Enter the Chief Supply Chain Officer.


We read a great article a while ago from Fortune on this topic. It talks about how more and more companies are adding Chief Supply Chain Officers (CSCO’s) to their executive groups – companies ranging from emerging startups like eCommerce glasses retailer Warby Parker to established, highly-regulated Fortune 500 companies like defense contractor Raytheon.


It’s true that not every organization is placing high-performing Supply Chain leaders in executive positions. But the most competitive, strategic organizations in the 21st century increasingly seem to be ones that allow Supply Chain to help drive their business. Why is this? First of all, the world is becoming more global, and the ability to manage a diversity of manufacturers and suppliers is a source of competitive advantage. For complex systems (for example in the Aerospace industry), companies value executives who can interface with the engineering function to make sure that suppliers deliver intricate products on spec and on time.


And in consumer-facing industries (Consumer Packaged Goods, for example), companies are less likely than ever before to differentiate themselves from their competition based on product alone. For rapidly-scaling startups, the presence of a Chief Supply Chain officer from the get-go allows C.E.O’s to ensure that Supply concerns are top of mind, managing the high amounts of supply and inventory risk associated with product launches and growing businesses.


As our interviewee and Procurement guru Wael Safwat put it a few months ago, “it’s no longer the organizations that are competing. It’s the Supply Chains that are competing.” 


So what do companies gain by hiring a Chief Supply Chain Officer reporting directly to the CEO?

A strategic thinker who touches every corner of the business.


The considerations involved in bringing a product to market are cross-functionally relevant. At an organization manufacturing complex systems and technologies, Supply Chain is closely integrated with Engineering. At a Consumer Goods company, it’s looped in to marketing. But at any organization, Supply Chain and its related functions of Logistics and Procurement figure into finance, operations, technology, and other vital areas. This can allow a Chief Supply Chain Officer to act as the “glue” of an organization, ensuring competitiveness and highly-integrated business processes.


A relentless focus on continuous improvement.


Efficiency is the Supply Chain mantra, and Supply Chain leaders of the past were focused on delivering the right amount of goods at the right time, without excess waste. But Supply Chain efficiency, when enacted at a high-profile, strategic, public facing level, impacts more than costs savings. A star Chief Supply Chain Officer will always be looking for ways to make an organization leaner and meaner, whether it’s assessing big-picture outsourcing and insourcing, improving manufacturing standards, or other business process improvements. A strategic Supply Chain leader allows organizations to assess what the organization excels at and what it doesn’t – allowing the CEO to constantly improve the business.


A leader with a tireless commitment to the customer.


A high-performing Chief Supply Chain Officer can have big impacts on a company’s customer experience. In the classic Supply Chain sense, they can ensure – big picture, again – that product is there to meet demand, and that customers have the kind of excellent experiences that convert them into brand ambassadors (think of Amazon). But there are other, more intangible ways that Supply Chain can earn customers’ goodwill, for example by retooling a company’s Supply Chain to focus on ethical and sustainable sourcing of raw materials and labour – making the company more ethical, more responsible, and more transparent.


The trend towards hiring CSCOs is part of Supply Chain’s increasing influence in global business decisions, and its increasing profile in the wider world. A function that’s been seen as behind-the-scenes for so long that it only makes the news during a catastrophic failure is now having a coming-out-party of sorts. Today, you’re more likely than ever to have a layperson understand what you’re referring to when you talk about Supply Chain Management, and we think that’s a good thing.


Some might point out that the title of “Chief Supply Chain Officer” is just that – a title, and organizations have been giving Supply Chain leaders more responsibility, oversight, compensation and dotted lines to C.E.Os for years, even aside from the existence of the “Chief Supply Chain Officers.” But we think that companies hiring CSCO’s send a solid message to suppliers, investors, employees and customers that they think Supply Chain – and its strategic advantages — are vital to their businesses. And it should be.


The post All Across Business, Chief Supply Chain Officers are on the Rise appeared first on The 21st Century Supply Chain.



Originally posted by Alexa Cheater at http://blog.kinaxis.com/2015/11/all-across-business-chief-supply-chain-officers-are-on-the-rise/

Kinaxis Inc.

This Way to Great Ideas

Posted by Kinaxis Inc. Nov 25, 2015
by Alexa Cheater

awesome ideasFour days, 90+ participants and 32 amazing projects. I’d have to say our annual Hackathon held here at Kinaxis recently was a huge success! So what exactly is a Hackathon? It’s an intensive but exciting week where our product team gets to set aside their regular duties and work on their own ideas related to our RapidResponse software. From new capabilities to improving processes and efficiencies, the goal is to get creative and show what you can do.


And wow, am I ever impressed! I certainly didn’t envy the job of our eight esteemed judges who were tasked with narrowing things down to our top six finalists, and then ultimately choosing the winner.


We had a great turnout of Kinaxis employees to watch the six finalists present their projects. While I can’t go into specifics for obvious reasons, the themes included industry hot topics like sustainability, data visualization, integration, user adoption, and mobile functionality.


Incredible projects aside, what I loved most about our Hackathon week was the sense of comradery it built. Yes, there was a healthy dose of competition, but there was also a spirit of teamwork. People from across departments were helping each other out to get the projects finished within the four day deadline. Some more ambitious staff even stayed overnight!


Through it all there were fun games, delicious snacks (I’d join the development team just for those!) and tons of opportunities to get advice and feedback. We even had an awards ceremony where teams won some very enviable prizes.


Congratulations to team Bits Please! who claimed top honors, and to all the teams who took part. I am completely blown away by what you were able to create in such a short period of time. I wish I had your skills!


The entire Hackathon experience really drives home why Kinaxis is such a great place to work. Since joining the team I’ve had ample opportunity to take part in some very challenging but rewarding work, explore my own creative ideas, get feedback from peers, management and executives alike, and learn what it means to be part of a work family!


I’m not sure I’ve ever felt as supported and appreciated as I do at Kinaxis, and from conversations around the cubicles, I know I’m not the only one who feels that way!


Interested in joining our amazing family? Check out our careers page to see what roles we’re currently hiring for.

The post This Way to Great Ideas appeared first on The 21st Century Supply Chain.



Originally posted by Alexa Cheater at http://blog.kinaxis.com/2015/11/this-way-to-great-ideas/

by Carol McIntosh

supply chain road warriorFirstly, what is a supply chain road warrior?


A supply chain road warrior works for a company that specializes in supply chain, spends many, many hours on a plane, uses lean principles when going through the security line, gets far too much satisfaction from collecting air miles and hotel points, is constantly wondering why the airlines have such antiquated software, can spot a casual traveler from a mile away, and is fixated on every situation where demand does not equal supply… or vice versa.


The focus of this blog series is to share the insights I have gained during my 15 years as a supply chain road warrior. Having spoken to many companies, peeked inside their organizations, and worked alongside them during countless supply chain initiatives, I’ve built myself a bit of a list of what it means and what it takes to be best-in-class.


Insight #1 – Your company culture


Insight #2 – Your supply chain processes


Insight #3 – Your supply chain measurements


Insight #4 – Your supply chain technology


Does being the best at a specific supply chain function — Demand Planning, Supply Planning, Inventory Planning, Order Fulfillment and S&OP—define a best in class supply chain? Process excellence is important but not enough. Let’s start with Insight #1.


Insight #1 – Your company culture


Your company culture defines your company – your goals, your values, and your mission statement. This directly affects your supply chain organization.


In a Forbes article the writer talks about:


  • clarity of purpose
  • employee engagement
  • an environment of trust
  • continued learning

Most employees don’t necessarily look for a specific culture when job searching or even recognize the culture in their own companies. I recall writing a paper in university on ‘The Quality of Working Life’ and interviewing various industry leaders. It became very apparent that culture and organizational behavior have a significant impact on company and individual performance and are often undervalued.


Company rating websites are providing potential employees with insights into a company’s culture, increasing the competitiveness of achieving employee satisfaction.


Below are characteristics I have seen as a road warrior that demonstrate strong company culture in supply chain organizations:


  1. Concise communication of supply chain metrics displaying past, present and projected performance.
  2. Alignment of objectives linking individual goals to company goals using supply chain analytics.
  3. Collaborative decision making inside your company and with your trading partners.
  4. Embrace change, understanding that change is the only constant in supply chain.
  5. Decisions are tradeoffs and need to be evaluated based on their impact and the weighting of key performance metrics.
  6. Innovation through continued learning. People inherently want to do a good job. Great supply chain organizations provide their employees with the right training, tools and technology. I will talk more about technology in a later blog.

There are some interesting statistics that have shown that companies with engaged employees outperform those without by up to 202% and that more than 1 in 4 employees do not have the tools to be successful in their jobs.


It is also interesting to see how culture is projected as soon as you walk through the front doors of a company.


My first business trip as a supply chain road warrior was to Pennsylvania visiting a scissor lift truck company. The lasting impression of this trip was the dark paneled walls in the conference room and the limited engagement of the audience during the meeting. There wasn’t any energy in the room. It was immediately apparent that they did not have a visionary that would lead the charge to supply chain transformation.


In contrast, the companies leading in supply chain have a thirst for knowledge, and continuous improvement. We once asked a high tech company why they wanted to meet with us. They were known to have the best supply chain in their industry. Their answer was ‘We always want to remain one step ahead of the competition.’ Never be complacent.


In the next blog we will discuss supply chain processes and best practices as witnessed by a road warrior.



The post ‘Best in Class’ Supply chain from a Road warrior perspective – Part 1 appeared first on The 21st Century Supply Chain.



Originally posted by Carol McIntosh at http://blog.kinaxis.com/2015/11/best-in-class-supply-chain-from-a-road-warrior-perspective-part-1/

by Carol McIntosh

chicken or the egg? process or technology?The chicken or the egg?
The supply chain process or the technology?
Supply chain process then technology?
Technology then supply chain process?


The consensus of opinion is process and technology simultaneously.


That was the unanimous response from customers at Kinexions, Kinaxis’ user and training conference. Technology is of equal consideration to process and both are required to drive transformation.


How do you implement a new supply chain process without understanding the art of the possible with technology?


Customers and speakers at Kinexions talked about turning their supply chain on its head, innovation beyond customer expectation, thinking differently, transparency, demand driven supply chains, embracing their complexity, and all learning is developmental. There was recognition that you will not benefit by trying to implement new processes without the right technology.


Supply chain is not dead, it is not dormant and it has changed significantly in the past 10 years. This was a supply chain software vendor’s conference and I do believe that the supply chain industry has finally caught up with Kinaxis. The value that Kinaxis provides is a necessity and not just a nice to have. I have to admit that I am biased. I was a Kinaxis customer, I worked for them, and I will always be an evangelist. The concurrent planning, in-memory computing, simulation and speed will cause you to stop, think, rip up your old processes and drive exciting and necessary change in your supply chain.


Cisco stated that they chose Kinaxis for its flexibility, agility, operational efficiency and customer satisfaction.


Merck put an abrupt halt on their supply chain process re-engineering efforts once they understood the ‘art of the possible’ with Kinaxis. They knew that they were only going to add a slightly new twist to the same old process. Using an iterative agile approach with the Kinaxis selection, they are now designing processes based on the advanced capabilities of the software.


Prior to selecting Kinaxis, those interviewed stated:


  • They didn’t know that their monthly S&OP process does not have to take a month.
  • They didn’t know that their processes could think like millennials, using collaborative tools with a social media context.
  • They didn’t know that technology valued human judgment and not just the Wizard of Oz behind the curtain with their optimization engine.
  • They didn’t know that they didn’t need to ‘batch’ anything and create linear queues.
  • They didn’t know that they could be alerted to the consequence of their decisions before it is too late.
  • They didn’t know that the most critical aspect of supply chain decision making – decision tradeoffs – COULD be performed using technology.

Kinaxis customers agreed that the change management could be challenging. Executive support is required to manage this properly. Many customers have created COE’s (Centers of Excellence). The Excel spreadsheets have to be gradually turned off. The users need to know ‘how will this make my life easier?’ Someone from Genzyme told me that he always looks for the biggest supporter and the biggest naysayer when engaging in a new project. By understanding their position, addressing any concerns and getting them on board, the rest of the users will be more comfortable and will typically follow.


Companies that have adopted disruptive technology, re-engineered processes and roles and are willing to support their organization through the change management stand out in the crowd. At Kinexions, they were the crowd.

The post Which Comes First? The Supply Chain Process or the Technology? appeared first on The 21st Century Supply Chain.



Originally posted by Carol McIntosh at http://blog.kinaxis.com/2015/11/which-comes-first-the-supply-chain-process-or-the-technology/

by Joe Cannata

3d printing of a handI recently took a trip to my local big box electronics store, and saw a 3D printer on display. I asked what they were printing, and the response was “plastic components”, which were being sold in the store. The salesperson was busy, so I did not have the chance to find out exactly what those plastic components were, but I thought, wow, they can make parts for sale right there in the store. Retail is changing for sure. I then decided to do a little more checking on 3D printers when I got home. I learned about biofabrication, a recently created word that means the convergence between technology and medicine, to print items to be used in the human body. Living cells are used as the “printer ink”. Visions of the Terminator came to mind. I also discovered, from an article the Guardian that the U. S. Food and Drug Administration has approved the first 3D printed drug, called Spritam (levetiracetam). It controls seizures coming from epilepsy. The drug manufacturer, Aprecia Pharmaceuticals, uses 3D printing to create a more porous pill. This means the pill dissolves more quickly with liquid, making it much easier for the patient to swallow higher doses.


3D printing has gone from a novelty to a serious industry, a predicted $16 billion industry by 2018 according to Canalys as stated in another article from the Guardian. Basically, it has become mobile. It has become additive manufacturing. An article in my local paper, the Atlanta Journal-Constitution, had this interesting quote, “From aerospace to health care to consumer products to toys to medical devices, furniture … what I think you’re going to see is an explosion of use.”


A startup local Atlanta-based 3D printing company, CloudDDM, is looking to make an impact. Traditional manufacturing requires the creation of dies or molds that can cost thousands of dollars to create a prototype. 3D printing only requires a digital file with the design of an object, and the specialized “ink”. This also introduces a whole new issue to supply chain and the manufacturing process–protection of intellectual property (IP), in the form of the digital files being sent to 3D printers. Just as important as the prototype itself, is the thought and research behind the design. Printers can be a vast source of digital information based on the memory they possess. This creates a potential security issue.


Atlanta is home to many Fortune 500 companies like Coca Cola, Home Depot and UPS. UPS has already thought about how 3D printing could affect its core business, which involves moving materials in the supply chain. They installed a 3D printer at a local high-profile store, which will be able to perform on-demand services. Their rationale was, if businesses can produce parts easily on-site, instead of off-shore or elsewhere domestically, that could impact the UPS global market for shipping and logistics and cut into revenue. To get ahead of the curve, UPS invested in the aforementioned CloudDDM. The two companies have jointly opened a facility near the UPS air hub in Louisville, Kentucky, with more than 100 industrial 3D printers. They can take an order in the afternoon for a 3D printed item and ship it overnight for arrival the next day.


TNT Express, FedEx and Amazon are looking at investing in mobile 3D printing trucks, which could come to a site and start “manufacturing” on demand. This not only brings the manufacturing closer to home, it reduces the transportation costs and also shrinks the length of the supply chain. Local manufacturing, or on-demand, means creating only what is needed, as opposed to stocking materials and keeping an inventory, all of which need to be managed to optimize cost. Third party printing companies can now become value-added distributors and manufacturers. Also, if plastic or other “inks” are used that can be recycled, the waste is then reduced, and in turn lowers the cost even more. This puts a whole new stream of thought into the traditional supply chain.


Take a company like Hershey, which produces massive amounts of chocolate candy in various forms. Using “chocolate ink”, they can get into new areas of specialized chocolate, and produce it anywhere, licensing the IP for the design of the object to be printed. The part of the supply chain that handles movement of goods from the traditional manufacturing plants to the retail outlets can again be shrunk, with management complexity being greatly reduced. Manufacturers in any industry will need to make their supply chains more agile and able to operate in real-time to cope with expedited production cycles.


According to a statement on the Material Handling & Logistics News website from the Ed Morris, director of the National Additive Manufacturing Innovation Institute (NAMII), “In terms of impact on inventory and logistics you can print on demand. Meaning you don’t have to have the finished product stacked on shelves or stacked in warehouses anymore. This collapses the supply chain down to its simplest parts, adding new efficiency to the system.”


Traditional supply chain models are founded on constraints of the industry—the efficiency of mass production and the need for low-cost, high-volume assembly workers, real estate to house each stage of the process, and more. Additive manufacturing bypasses the traditional constraints. Raw materials become digital files and their associated IP.


Whether 3D printing becomes a disruptive force to the traditional supply chain is no longer a hypothesis; it is a reality. Just a thought however, 3D printers require materials to use as ink. What about the supply chains to get the raw materials that comprise the “ink”? Doesn’t that pose an altogether different supply chain scenario to manage? That thought is enough to give me a headache. I think I’ll use my new 3D printer and make some aspirin.


What other ways can you see the rise of 3D printing impacting traditional supply chain practices? Let us know in the comments section.

The post 3D Printing Changes the Supply Chain appeared first on The 21st Century Supply Chain.



Originally posted by Joe Cannata at http://blog.kinaxis.com/2015/11/3d-printing-changes-the-supply-chain/

by Alexa Cheater

Welcome to KinexionsThis is a guest post from Meena Al-Azzawe, Process Integration Manager, Qorvo, who presented at Kinexions on ‘Expediting Time to Value With Data Integration’ alongside Kinaxis’ Angela Adams.


I could hardly contain my excitement as I cleared the TSA checkpoint and marched down to my gate. This time, it was different. This time, I was slated to co-present at one of the breakout sessions on a topic I continue to hold near and dear: scalable, sustainable and extensible data integration methodologies.


Anxiety set in with each passing minute: what if, just, what if, no one would find the value in what I had to share. What if the novelty of ideation was not as novel or different? What if I would simply be preaching to the choir and I would have the privilege of watching their eyes roll back to their heads?


I put a lid on the growing population of butterflies that seemed to have permanently moved into my stomach. Instead, I shifted my thought to the people I looked forward to connecting with – my account rep, my customer success manager, my professional services pals, my customer support team and my enabling co-presenter. Yes. There is comfort in being around people who have consistently enabled your personal success for a handful of years.


As with all connections, there is also the excitement of the connections you have yet to make – new relationships and new friendships waiting just beneath the surface of the known that hold the promise of shifting your course on to an ever more successful trajectory.


I drifted off to sleep fully knowing that the real deal would simply blow my mind away. Before I knew it, the plane landed and I found myself in a taxi making my way to the resort. As I was stepping out of the taxi, the driver said “This is the land of opportunity – seize it all. Everyone else will be too distracted.”


The taxi driver had hit the nail on its head. Kinexions 2015 was exactly what he said it would be: the land of opportunity. We, all of us, as in every single attendee seized it all. In an ultra-condensed timeline, we came, we saw and we conquered. What was once uncertain and vague began to take form. What was once stagnant began to gain traction. What was once inconceivable began to grow in potential.


Jeff DeGraff decoded innovation into four basic colors and dared us to fail. He dared us to be disruptive, efficiently so. Not to mention, he also dared us to connect the dots.


Since then, I have been busy connecting as many dots as I can while driving my Harley into the pool with a perfectly regulated chemistry in collaboration with a herd of other innovators as we each seek to reach our AHA first.


See you next year!


The post Concurrency and Connections: Reflections of a Kinexions Attendee appeared first on The 21st Century Supply Chain.



Originally posted by Alexa Cheater at http://blog.kinaxis.com/2015/11/concurrency-and-connections-reflections-of-a-kinexions-attendee/

by Carol McIntosh

Las vegasThere were so many great insights this year from Kinexions, Kinaxis’ annual training and user conference. The learning about supply chain that happened CANNOT stay in Vegas!


Some of the themes from this year’s conference were innovation, collaboration, agility and concurrent planning.


  • Jeff DeGraff gave a memorable speech on innovation. To quote Jeff, “Innovation is the result of constructive conflict. Innovation requires accelerating the failure rate; not avoiding it.” Many of us in supply chain are baby boomers, caught up in processes, standards and procedures. We like everything to be under control. There is a talent shortage in supply chain. If we are going to attract millennials to join supply chain we need to be willing to change our perspective. We need data scientists and supply chain professionals that embrace creativity, collaboration and innovation.
  • Accenture pronounced the death of the linear supply chain. Decisions are made collaboratively across global networks. Decisions are made in hours to days versus days to weeks. Supply chains require visibility, real-time analytics, predictive analytics and execution. Predictive analytics allow companies to quickly assess the past, present and future. The execution of decisions requires collaboration and human judgment.
  • Trinity Rail spoke about the complexity of their business and the success of their Kinaxis implementation. They incorporated an agile approach to their traditional waterfall implementation. This allowed them to successfully implement an end-to-end supply chain solution supporting production planning, supply chain, customer service and finance. As a result, they have significantly reduced decision cycle times and they are not only making faster decisions, but more accurate ones.
  • Merck talked about eliminating the silos in their company, largely due to competing key performance indicators and priorities. What they really needed was transparency, eliminating the bullwhip effect. They were quick to recognize and start benefiting from an important attribute that makes Kinaxis unique – ‘concurrent planning’. They also adopted the Agile methodology to their implementation. The speaker’s recommendation was to ‘Keep it simple’ and build trust in the organization.

All in all, great conversations with speakers, customers and prospective customers.


The post What happens in Vegas CANNOT STAY in Vegas! appeared first on The 21st Century Supply Chain.



Originally posted by Carol McIntosh at http://blog.kinaxis.com/2015/11/what-happens-in-vegas-cannot-stay-in-vegas/

Kinaxis Inc.

Lest We Forget

Posted by Kinaxis Inc. Nov 11, 2015
by Alexa Cheater

Poppy field at sunsetToday is Remembrance Day (also known as Veterans Day in the US). It is a day to honor and remember the sacrifices of so many who gave their lives, and continue to give them, to provide a world where peace is a possibility. It is not a day to write about frivolous things like chocolate, or turkey, or houseplants, like I’ve done in the past. It’s a day to mourn those who made the ultimate sacrifice, praise those who fought to secure freedoms I have always had, and to be thankful that there are still so many brave men and women willing to march into armed conflicts across the globe to stand up for what is right. A blog looking at the poppy supply chain just didn’t seem like enough to honor them.


So instead of examining the ins and outs of how that iconic red symbol of hope and sacrifice found its way onto your lapel, I thought I’d write about something a little more personal, even if it has less to do with supply chain.


Both my grandfathers were veterans of World War II. Both survived the war but returned home to their loving wives and families with deep scars. A story echoed by so many. For my father’s father, the wounds were extremely physical. A grenade explosion during a routine training exercise left him with a steel plate replacing a sizable portion of his skull. The damage substantial enough to leave him without a sense of taste, and reduced vision and hearing. He was one of the lucky ones.


As a child, I’d been told how grandpa got that big dent in his head, skin now laying smoothly over steel. I understood it was a result of the war. What I didn’t comprehend was how difficult it must have been to save his life. The ability to get him quickly to army doctors, the limited availability of metal during those years, and the sheer number of medical essentials needed for the surgery and resulting recovery. A single misstep in any of those critical supply chains and I would not be here today as my own father was born years after the war ended.


For my mother’s father, the scars he bore were the kind you couldn’t see. Deep emotional cuts that left him silent and stoic on the subject. He was a navigator in the navy. He’d told me that much, but little else. The only story I ever remember hearing was about the night he thought they were about to be attacked by an enemy ship – only to find out they were preparing to go to war with an iceberg. I would smile and giggle in amusement, a small child tickled by the silliness of it all. I wonder now if that was the point. A dose of child’s laughter to banish the fear, and help ease the nightmares of it all. I can’t imagine the terror he must have felt as he silently raised the alarm, sending his crew mates to their battle stations, wondering if any of them would ever see another dawn.


After his death, we found out that my grandfather had been involved in so much more than a nighttime encounter with an iceberg. He had been part of the Normandy invasion, the ship he was stationed on involved in the seaborne attack at Omaha Beach. There is no way for me to comprehend what seeing that kind of horrific loss of life does to a person. I hope I never have to find out.


I also hope that one day no nation will ever again have to worry about the logistics of getting troops and supplies to and from the battlefield. That no one will ever be tasked with finding ways to transport thousands of injured and fallen soldiers home to their families – or deal with digging the graves for those who were left behind.


In honor of my grandfathers, Eldon Cheater and Gerald Wood, I will remember the sacrifices of our veterans today. I hope you’ll do the same. And just because I mentioned poppies at the beginning of this blog, please find below my favorite Remembrance Day poem. I hope it serves as a reminder of why it is so very important that we never forget.




Why Wear a Poppy


“Please wear a poppy,” the lady said,
And held one forth, but I shook my head.
Then I stopped and watched as she offered them there,
And her face was old and lined with care;


But beneath the scars the years had made
There remained a smile that refused to fade.
A boy came whistling down the street,
Bouncing along on care-free feet.


His smile was full of joy and fun,
“Lady,” said he, “may I have one?”
When she’d pinned it on, he turned to say;
“Why do we wear a poppy today?”


The lady smiled in her wistful way
And answered; “This is Remembrance Day.
And the poppy there is a symbol for
The gallant men who died in war.


And because they did, you and I are free –
That’s why we wear a poppy, you see.
I had a boy about your size,
With golden hair and big blue eyes.


He loved to play and jump and shout,
Free as a bird, he would race about.
As the years went by, he learned and grew,
And became a man – as you will, too.


He was fine and strong, with a boyish smile,
But he’d seemed with us such a little while
When war broke out and he went away.
I still remember his face that day.


When he smiled at me and said, ‘Goodbye,
I’ll be back soon, Mum, please don’t cry.’
But the war went on and he had to stay,
And all I could do was wait and pray.


His letters told of the awful fight
(I can see it still in my dreams at night),
With the tanks and guns and cruel barbed wire,
And the mines and bullets, the bombs and fire.


Till at last, at last, the war was won –
And that’s why we wear a poppy, son.”
The small boy turned as if to go,
Then said, “Thanks, lady, I’m glad to know.
That sure did sound like an awful fight
But your son – did he come back all right?”
A tear rolled down each faded cheek;
She shook her head, but didn’t speak
I slunk away in a sort of shame,
And if you were me, you’d have done the same:


For our thanks, in giving, if oft delayed,
Though our freedom was bought – and thousands paid!
And so, when we see a poppy worn,
Let us reflect on the burden borne
By those who gave their very all
When asked to answer their country’s call
That we at home in peace might live.
Then wear a poppy! Remember – and Give!


– Don Crawford




The post Lest We Forget appeared first on The 21st Century Supply Chain.



Originally posted by Alexa Cheater at http://blog.kinaxis.com/2015/11/lest-we-forget/

by Kirsten Watson

Innovation at KinexionsWell, that’s a wrap. Kinexions ’15 is in the books. And what a whirlwind it’s been. The sessions were inspirational, informative, and insightful. With a strong focus on innovation, digital technology enablement, and collaboration, the future of supply chain looks to be a bright one.


With so many exceptional speakers, I left feeling motivated and encouraged. For those who were unable to attend, you missed something extraordinary, but here are my top seven quotes from the conference to give you at least a glimpse into what transpired. And for those who were able to attend, I hope you got as much out of the conference as I did.


  1. “Innovation is your only friend.” – Jeff DeGraff
    Perhaps the biggest highlight of the conference was the rousing keynote presentation by Jeff DeGraff, known as the ‘Dean of Innovation.’ His session, Connecting the Dots of Innovation, focused on what companies need to do in order to innovate, and how to navigate the challenges that will inevitably appear along the way. From silos to egos to conflicting personalities. He explained how failure can lead to success, how diversity breeds ideas, and why apathy is the death of innovation.
  1. “As humans, it’s natural to work in silos. But it’s time to turn that on its head.” – Andy Walker
    In his session on Concurrent Planning, Andy Walker, Head of Supply Chain Strategy, Design and Delivery EMEA for Merck, talked a lot about silos, and why it’s time to shift paradigms and tear them down. He shared his thoughts on how starting with integrated business planning first can bring an organization together and collapse those silos through conversation and collaboration
  1. “Think about things differently to get more out of less for your supply chain.” – Stan Aronow
    Stan Aronow, a VP in Gartner’s Supply Chain Research group, gave a talk on Supply Chain Leadership Trends. He said it’s time to prepare for digital uncertainly, stating 86% of companies want to be digital within the next five years. Only 60% of them don’t know how to get there! He also shared his thoughts on supply chain innovation, citing three pillars required – purpose, process and people. His advice is to focus on a bimodal strategy in order to scale and innovate.
  1. “The linear supply chain is dead.” – Gary Hanifan
    Is Your Supply Chain a Growth Engine? That’s the title of Gary Hanifan’s session and a question he asked of attendees. The Managing Director, Accenture Strategy, explained how the linear supply chain is dead, replaced with a new standard for supply chain management, which focuses on a digital supply network. Trendsetters in this space are concentrated on more than just mobility and the cloud, and Gary cautioned that many companies are really just using digital band aids instead of actually establishing a digital end-to-end strategy.
  1. “Everyone in supply chain says their supply chain is unique. And they’re right.” – Mike Hegedus
    As the VP of Supply Chain Management for Trinity Rail, Mike Hegedus has an insider’s view on what it takes to enable a sense and respond supply chain. Joined on stage by colleague Mark Ramirez, Trinity Rail’s Chief Technology Officer, the pair explored how the key to any supply chain is the ability to deal with uncertainty and unpredictability – but it’s not as easy as just pushing a button. It requires cohesion among people, processes, and technology, with a heavy dose of data visibility thrown in. They explained how transformation doesn’t happen overnight. It’s about establishing a framework for consistent results while increasing productivity and allowing people to adopt new business practices. People need to become focused on the business strategy in order for any shift to be successful.
  1. “This is not about optimizing the supply chain.” – Francois Martin-Festa
    Schneider Electric’s VP of Global Supply Chain Planning, Francois Martin-Festa, spoke extensively about end-to-end supply chain strategy and how for his company, the journey wasn’t just about optimization. While that was certainly part of the result, what their journey enabled was a deeper collaborative planning process and enhanced cooperation with key customers and suppliers. They asked people to change the way they talk to customers – going beyond just supply chain to how to work together as partners to grow the business.
  1. “The world is always changing.” – Naomi Carter
    NCR’s Director of Supply Chain Excellence, Naomi Carter said in her session, the world is always changing. Now we have to start thinking about how we’re going to keep up with it. Risk in supply chain is a certainly. It’s how we manage it that’s often uncertain. Naomi said the focus needs to be on flexibility and scenario planning in order to successfully navigate these ever-changing waters.

What was your biggest takeaway from Kinexions? We want to know! Tell us in the comment area below. And don’t forget to check out our recaps from Day One and Day Two of the conference for more great insights into the future of supply chain and the challenges we’re all facing.

The post Top 7 Quotes from Kinexions appeared first on The 21st Century Supply Chain.



Originally posted by Kirsten Watson at http://blog.kinaxis.com/2015/11/top-7-quotes-from-kinexions/

by Kirsten Watson

11224106_10153334380617695_3772041942101977152_nWell, Kinexions 2015 is in the books and the second and final day was just as great as the first. There was a ton more laughter and learning – a common theme across all of the sessions. After listening to so many presenters, chatting with numerous customers, partners and prospects, and seeing our team pull together to put on an amazing event, it was difficult to choose just three best moments.


I can’t re-cap everything that happened over the past two days (stay tuned for a lot more blogs on the supply chain themes that emerged), but here’s what stood out the most for me on day two.


#3. Keynote speaker Gary Hanifan. His presentation, “Is You Supply Chain a Growth Engine?” explored so many interesting concepts around leveraging digital technologies to help distinguish your supply chain from your competitors. The future of digital strategy and this emerging concept of a digital supply network certainly looks like it will be the death of the linear supply chain model.


#2. Schneider Electric’s on-stage selfie. Schneider Electric’s Supply Chain Global Planning Vice President, Francois Martin-Festa took to the stage in a snappy suit and talked about end-to-end supply chain strategy. He spoke on collaboration and certainly took his own words to heart when he collaborated with our own Bill DuBois, host of the Late Late Supply Chain Show here at Kinexions, and captured a great moment with one of the selfie sticks we’d given out the night before at our fantastic customer appreciation dinner.


#1. The introduction of Sarah Sedgman and Ed Shepherdson. Sarah, our new Chief Knowledge Officer, and Ed Shepherdson, our new Senior VP of Customer Success Operations, have been great sports during the entire conference, and landed themselves in some entertaining videos. But when they took the stage to help close out the conference it gave everyone in the audience a glimpse into where Kinaxis is headed. With a strong focus on knowledge and customer success, we’re continuing to move in a direction that’s going to see us develop stronger relationships with our customers, help them drive value through deeper adoption, and take steps to ensure everyone – customers, partners and staff – succeed.


All in all, the conference was a hit! People were excited to share knowledge and collaborate on ways to design and redesign supply chain processes for improvement. With the great experiences I’ve had the past few days at this conference, I can only imagine what next year’s conference has in store. I hope to see you all in Nashville for Kinexions ’16.




The post Top Three Best Moments from Kinexions: Day Two appeared first on The 21st Century Supply Chain.



Originally posted by Kirsten Watson at http://blog.kinaxis.com/2015/11/top-three-best-moments-from-kinexions-day-two/

by Kirsten Watson

KinexionsWe’re all about making supply chain fun, so it should come as no big surprise that our annual training and user conference, Kinexions, embodies that same spirit. And since we were in Vegas, we let the good times roll. With Elvis, showgirls, and a remarkably good Jimmy Fallon impersonation, the first day of the conference was full of laughter. But there was also a whole lot of learning – both about Kinaxis and our RapidResponse solution, and the challenges and triumphs of the supply chain industry as a whole.


Here are my top three favorite moments from day one of Kinexions ’15.


#3. When current Kinaxis CEO Doug Colbeth apologized for not stepping down sooner. He laughed that if he had known the stock prices were going to do so well after the announcement, investors would have been begging him to do it so much earlier. He’ll be passing the torch to Kinaxis veteran John Sicard in January. All joking aside, Doug has been instrumental in guiding Kinaxis to the success we’ve enjoyed the past few years. We’re lucky to have had him leading the team for as long as he did. After all, according to him this was ever only supposed to be a three-year gig.


#2. When Andy Walker from Merck told everyone why he loves Kinaxis. It was a like a dream come true to hear a customer so wonderfully state what it is about us that makes us unique. With his fabulous British accent, Andy said the reason he loves Kinaxis is “The innovative nature of the product.” He even went on to say, “People in supply chain dream about the ability to have concurrence. That’s really what RapidResponse does.”


#1. Jeff DeGraff. There are barely any words to describe just how powerful his presentation was. Our day one keynote speaker Jeff DeGraff, known as the ‘Dean of Innovation’, blew people away with his insights. He had people laughing, learning, and getting excited about how to foster innovation at their own companies. I’m even inspired to go out and find a few exceptional delinquents of my own.


I can’t wait to see what day two brings!


What was your favorite moment from Kinexions? Let us know in the comments section below.



The post Top Three Moments from Kinexions: Day One appeared first on The 21st Century Supply Chain.



Originally posted by Kirsten Watson at http://blog.kinaxis.com/2015/11/top-three-moments-from-kinexions-day-one/

by Trevor Miles

Pigs in flightAt Kinexions this year we have a lineup of very interesting speakers discussing innovation and digital supply chains.


On the first day, Jeff DeGraff, the Dean of Innovation, will be our keynote speaker. In his session, Connecting the Dots of Innovation, he’ll be talking about how conventional organizational strategies, structures and processes are being replaced by boundless affiliations where connecting the dots of diverse cultures and competencies has become the essential function of leadership.


Stan Aronow a Vice President in Gartner’s Supply Chain Research group will also be taking the stage on the first day of the conference, with his session on Supply Chain Leadership Trends. Stan will be exploring notable trends in how supply chain leaders are accelerating their capabilities ahead of the competition.


Well-known supply chain expert Gary Hanifan, the Managing Director of Accenture Strategy will the keynote speaker on day two. His session, Is Your Supply Chain a Growth Engine, will discuss new supply chain strategies focused on flexibility and scalability, and how digital technologies can help enable those changes.


What I like about the lineup is that so often when digital is discussed it’s about cool products like drones, and wearables, and 3D printing. Of course I find all of that cool stuff interesting. I love my Pebble watch. I don’t have to unlock my phone and navigate to the Yahoo Finance page to get an update of the Kinaxis share price. I just have to look at my watch.


But I digress. What these three speakers are talking about is the operating model changes and associated process and organizational changes that digital will enable. This is where large companies can make tangible and financially worthwhile use of digital technology. Sure, the device manufacturers will make money. As will all the big data companies that troll the data lakes for insights. But these are all tinkering on the edges of the true value of digital, which are the changes in operating model.


Hau Lee of Stanford University has an interesting way of describing three stages of innovation that result from the adoption of technology, and the resultant business impact:


  1. Substitution
    This phase is focused on cost. It is about replacing a more expensive device with one that is cheaper to operate. The classic example is the replacement of steam engines by electric motors at the end of the industrial revolution. The structure of the factories didn’t change at all. They still had a single large motor in a basement powering drive shafts, pulleys, and belts. A more recent example is the adoption of cloud applications as a way of reducing IT costs. For the most part all we did was put enterprise systems into the cloud.
  2. Scale
    This phase is focused on doing more (of the same) with the new technology. During the Industrial Revolution this equated to building bigger factories, without changing the design of the factories at all. The evolution of scale was really water wheels, steam engines, electric motors. Ok, so we can now load many more records into Salesforce than we could into Siebel, because Salesforce is in the cloud and will just charge us more, but still scale to our data volumes. The same is true of the Internet of Things (IOT), where we are focused on the volume of data. This is where we see Hadoop and other discussions of massive data scale. We might be analyzing stuff we couldn’t before, but we are still doing things the same way.
  3. Structure
    This phase is about doing things differently leveraging the technology. This is when I get really interested. During the Industrial Revolution was when people who had grown up with electric motors questioned the design of factories and replaced the single large motor in the basement with many much smaller motors powering individual machines. Hau Lee says this only took 50 years after electric motors were first installed in factories. Replacing the drive shafts, pulleys, and belts led to massive improvements in health and safety, let alone efficiency and productivity. Now they could turn motors on and off as needed. Another example of structural change is Ford’s assembly line, which again led to massive increases in productivity.



I wish I was smart enough to be able to predict how our operating models will change in the Digital Revolution. One possibility was described by a VP of Supply Chain during a meeting I attended. After we had demoed he turned to his team and said:


“Realize that in two to three years after deploying RapidResponse we will no longer have demand planners, and inventory planners, and capacity planners, and material planners. We’ll just have network planners.”


I’ll be listening eagerly, especially to Jeff DeGraff, for any indication of the direction we are going in. But, much like we had to wait 50 years for people who had grown up with electric motors to make fundamental changes, we are going to have to wait for the ‘digital natives’ to enter the workforce and get into positions of power before we see real change in operating models and business processes.


Businessman working on digital screen, new generation technology


The post Digital supply chain? Pigs will fly! appeared first on The 21st Century Supply Chain.



Originally posted by Trevor Miles at http://blog.kinaxis.com/2015/11/digital-supply-chain-pigs-will-fly/

by Alexa Cheater

What's Your Excuse?Here on the 21st Century Supply Chain Blog we pride ourselves on providing you, our devoted readers, with educational, engaging, and entertaining articles related to the supply chain industry. My job is to make sure we’re providing you with amazing content that’ll keep you coming back for more.


While I do write some of the blogs myself, I’m still a relative newbie when it comes to the ins and outs of supply chain, so more often than not, I call upon the vast pool of experts I have at my disposal thanks to the fantastic team here at Kinaxis.


Most of the time people are happy to help by writing an article. But sometimes, every so often, I get a litany of excuses as to why they just can’t. I thought it’d be fun to share the top three excuses from Kinaxis staff on why they haven’t gotten me that blog they promised.


#3 – The Supply Chain Ate My Submission
Yes, supply chains are intricate beasts responsible for getting virtually everything from somewhere to somewhere else. Yes, I suppose this does include peer-to-peer electronic messaging data transmission (aka email). But no, I do not believe they are capable of eating the email you just sent me containing your blog. While it is possible for emails to vanish (who hasn’t experienced that), the likelihood that our crack IT team here at Kinaxis couldn’t somehow retrieve it is slim. So instead of spinning me this tall tale to buy yourself a little more time (isn’t that what you were really after?), just fess up and tell the truth. A) You were too busy, or B) You were really, really way too busy. It’s ok, I understand.


#2 – My Logistics Plan Failed So No New Ideas Were Delivered
I get it. Coming up with great content can be hard. I struggle with it almost daily. But is it really as hard as solving the supply chain challenges of a customer with multiple disparate ERP systems operating in a highly-volatile environment in an organization that’s full of silos? No, I didn’t think so. If you can problem solve that, you can certainly find a solution to a lack of ideas. From that one sentence alone I can think of a number of them: how best to handle operating within multiple ERP systems; ways to more effectively manage supply chains in volatile environments; can organizational silos derail your supply chain. Plus, there’s always Google!


#1 – Kinexions is Coming! Kinexions is Coming!
Yes, here at Kinaxis that saying really is akin to Chicken Little’s famous phrase, ‘the sky is falling.’ Kinexions, our annual training and user conference, is literally right around the corner and that means it’s all hands on deck. The tension is almost palpable as everyone (myself included) scrambles to get all those important last minute pieces into place. This is the one excuse on the list I’ll accept without question – but only until November 7!


What excuse have you used to get out of a task? Do you have any great topic ideas you’d like to see us cover? Let us know in the comment section below.

The post Top Three Excuses for Not Writing a Blog appeared first on The 21st Century Supply Chain.



Originally posted by Alexa Cheater at http://blog.kinaxis.com/2015/11/top-three-excuses-for-not-writing-a-blog/

by Alexa Cheater

Halloween pumpkin on wood with dark backgroundThere’s just something about Halloween. Maybe it’s all the candy (I’m a self-diagnosed chocolate addict), the kids dressed in adorable costumes, or the carved pumpkins glowing on nearly every neighbor’s doorstep, but I can’t help but love it. Sure, there’s often fake blood, guts and gore, and people trying to scare the pants off you lurking creepily around every corner, but that’s just part of the charm – at least now that I’m old enough not to get frightened by all those spooky ghost stories.


Halloween is big business for candy companies, costume suppliers, and pumpkin farmers alike. According to a recent survey by the National Retail Federation, 64% of Americans plan to take part in Halloween activities this year, with each spending an average of $74.34 on things like candy, costumes, and decorations. It’s a nearly $7 billion industry. And it’s impact on the total supply chain is not to be underestimated.


The intricate planning to make sure you have just enough of the right stock, complicated logistics of getting all those goods from point A to point B, and added demands of making sure you have the workforce to produce, sell and ship these seasonal items is enough to send anyone involved in the Halloween supply chain running in terror.


While October 31 may be the stuff of nightmares for those supply chain managers, they aren’t the only ones with terrifying supply chain tales. My colleague John Westerveld has previously written about supply chain zombies, and fears about supply chain ghosts. And just to make sure you’re sufficiently in the Halloween spirit, I’ve resurrected a few all too real supply chain ghost stories sure to send shivers down your spine.




What real-life supply chain horrors have you witnessed? Tell us your scariest stories in the comments section below!

The post Halloween Supply Chain Ghost Stories appeared first on The 21st Century Supply Chain.



Originally posted by Alexa Cheater at http://blog.kinaxis.com/2015/10/halloween-supply-chain-ghost-stories/

by Bob Ferrari

Worker at a desk working on computing skillsThe following guest blog commentary is contributed by Bob Ferrari, Founder and Executive Editor of the Supply Chain Matters blog and Managing Director of the Ferrari Consulting and Research Group LLC.


In October, I had the opportunity to speak at the APICS 2015 conference. My topic was: Positioning Your Skills for the Future Needs of Supply Chain Management, and in this 21st Century Supply Chain guest blog, I wanted to share some of my key messages to this audience as well, since this is a topic frequently brought up.


There is no question that supply chain talent development has become a top of mind multi-industry challenge that takes on different dimensions for both attracting and retaining key talent. The debate is often focused on whether strategies should address a perceived “skills gap” or a “training gap.”


But first, dwell for a moment on the various megatrends and converging forces impacting multiple businesses today. More technology-empowered and demanding customers have added to increases in the clock speed of business in multiple dimensions. Business growth and profitability stems from newer products, innovative services, and emerging markets. Speed is now a compelling requirement in all dimensions of supply chain business and decision-making processes. There is now increased senior management awareness to the strategic importance of the supply chain’s contribution to required business outcomes. With that recognition is keen awareness as to availability and retention of needed skills and talent, but individual strategies and action plans vary across industry settings.


With the third wave” of technology convergence currently underway, increased computing, storage and cloud-based computing is now available at lower cost. The explosion of smarter mobile computing devices and platforms with the ability to leverage more real-time data has opened the perspectives of the “Internet of Things” (IoT), connecting digital applications with physical devices. We have reached a point where technology can support continuous synchronized planning and execution across the extended supply chain. The advent of the IoT opens opportunities for connecting manufacturing and service related physical objects to supply chain related planning and decision-making needs. The challenge, however, is having the trained and experienced resources to effectively leverage all of this new technological capability.


Across industry supply chains, teams struggle with keeping up with this faster clock speed of decisions, overcoming the increasing complexity and risks of supply chains and generally responding to constant change. There are needs for more responsive planning and synchronized execution, linked to desired business outcomes in quality, service and performance results. At the same time, there are the realities that supply chain teams may be drowning in too much of the wrong data, tracking too many unessential performance metrics and lacking in playbooks and response scenarios to certain events.


The reality is that business, technology and supply chain business challenges are out-distancing current skill and talent needs. The U.S. Census Bureau predicts that more than 60 million “boomers” will exit the workforce by 2025, while only 40 million will take their place. That is one dimension of the skills gap, namely the built-up knowledge of how business and supply chain processes interact and yield outcomes and how decisions get made, is walking out the door to enjoy retirement. In some sense, it can be a supply and demand challenge.


However, the megatrends in business and technology are creating new and more demanding jobs with far more specialized, technology-grounded skill needs. Articulated essential skills now reflect on a broader combination of both hard and soft skills. There are needs for deeper cross-functional business, supply chain and product management knowledge that span beyond a single function or a single international business culture. There are needs for cross-organizational team leadership, collaboration and change management skills, along with the ability to leverage appropriate technology tools for the challenge at hand.


Yet, employers demanding these broad-based and specialty skills sometimes balk at adequate compensation or training needs. I advocate that approaches to closing the skills gap require stronger partnerships among employers, training organizations and employees on skill-based needs, compensation and development plans. One action that can help is defining job needs on the basis of individual skill needs as opposed to minimum experience requirements. The recruitment process should be one of matching skill potential, with compensation tied to skill mastery.


In preparing for my talk, I noted a late 2011 study from Accenture that observed only 21 percent of U.S. workers received any formal training in the prior five years. While that study is arguably dated, my informal polling of audiences indicates this situation continues. This is one facet of the training gap. Employees who desire to learn essential new skills may not be afforded such opportunities. This gap is even more acute for small and medium sized, but growing, businesses that may not have the financial flexibility to support needs for continual training. At the same time, data reveals that employers and supply chain management leaders fear that if they invest resources to train people in desired skills, people will quickly jump ship to other employers who require such skills.


The opening keynote of this year’s APICS conference was a chat with noted executive, mentor and author Jack Welch. I penned a recent Supply Chain Matters commentary which provided specific highlights of Welch’s wisdoms for our community. In an unscripted way, he provided the response to the above challenge. He flatly stated that supply chain professionals should be valued in compensation since they are rather important to the business. Welch challenged these leaders to stop nagging about the loss of people and rather, turn efforts and resources toward establishing an organization that is fun to work within, caring passionately about your people, valuing a diversity of skills and people, and removing organizational barriers that get in the way.


My closing recommendations are that supply chain professionals must make skill development a personal mission and goal. Collaborate with management leaders on an individualized skills and learning path, and seek out opportunities to gain added hard and soft skills. Constantly take advantage of online, in-house or on-the-job training opportunities.


Employers need to start defining jobs in skills needs and expected performance parameters for both current and future organizational needs. Engage in strategic workforce planning and in individualized learning and career paths. Foster a culture of knowledge sharing and facilitate mentors for up and coming professionals. Make the supply chain both a fun and rewarding place to work and support efforts for more attractive compensation and reward programs that emphasize talent and skills development.


One of the most complex and technologically equipped aircraft in the world, the Airbus A380, still requires a skilled pilot and co-pilot with a window to the sky to ascertain reality and sometimes make critical decisions. There will always be a need for skilled professionals.


The post Preparing Skills for the Future of Supply Chain Management appeared first on The 21st Century Supply Chain.



Originally posted by Bob Ferrari at http://blog.kinaxis.com/2015/10/preparing-skills-for-the-future-of-supply-chain-management/

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