Arkieva prides itself on providing some of the best in supply chain thought leadership. Over 300,000 individuals read our blog articles in 2021. The volatile nature of the supply chain today drove our readers to educate themselves on practical actions they can take to remain competitive.
We are excited to announce that we are rebranding Arkieva to fuel growth, strengthen our position in the market, and continue to be a recognized leader in the supply chain industry. Over the past few years, we have been relentlessly focused on solving the most complex planning challenges through simple, intuitive, end-to-end solutions leveraging our best-in-class data scientists, software developers, and supply chain optimization consultants.
These “key tools” balance a need for simple with a need to handle the complexity of SCM – following the IBM adage – complexity exists whether you ignore it or not, best not to ignore it.
Supply Chain Planning deals with the future and therefore uncertainty with economy. As a result, the planners sometimes have to question other people’s assumptions. Whether for this or some other reason, they do not get credit that is due to them for the great job they do. Eric Wilson from Tempur Sealy gives them the due credit and then some and calls them the super heroes of business. We agree!
This past week Arkieva attended the India Manufacturing Supply Chain Summit & Awards 2016 in Mumbai. While attending the Summit we were able to discuss with our supply chain colleagues the many supply chain planning challenges we face every day in the industry. We invite you to share in the knowledge and discussions we were able to collect for this blog post. We at Arkieva are already preparing for those exciting supply chain planning challenges ahead; are you ready for these exciting times?
I recently watched a TED talk video by Alison Ledgerwood on YouTube. In the video, Alison gives the example of her paper getting accepted for publication (positive news) and another one getting rejected for publication (negative news). She talks about how it takes longer to recover from (i.e., go back to being her normal self) a
Sales and Operations Planning (S&OP) is typically a monthly process. Through a series of detailed planning steps, and usually three meetings, companies define a plan to deal with what they think they can do to meet the demand given their supply and other constraints.
Key Point: A Sales and Operation Planning (S&OP) meeting is a meeting to design the future course of a business. Yet, too many companies spend too much time talking about the past or the current period. I recommend using about 60-70% of the time discussing the future. The (S&OP) process consists of a lot of
You have a favorite forecast accuracy metric(s) you’ve been practicing within the organization for a while, and now you think you are ready to bring it to the Sales and Operations Planning (S&OP) meeting as a Key Performance Indicator (KPI) of your demand planning process. But you are not sure exactly how to go about
Research shows that a majority of mergers fail. A recent study put the percentage as high as 83%. As one would imagine, there are various reasons for this high rate of failure. However, the reasons can be divided into two main groups: