Critical Manufacturing receives the highest number of reviews and willingness to recommend score in Gartner report
96% of Critical Manufacturing (CM) customers responding in the Gartner® online review
portal would recommend them based on 24 overall reviews as of July 2023.
23.10.2023, PORTO, Portugal – Critical Manufacturing, a subsidiary of ASMPT and the leading provider of Industry 4.0 focused Manufacturing Execution System (MES), was recognized as a Customers’ Choice in the 2023 Gartner Peer Insights “Voice of the Customer” for Manufacturing Execution Systems report. Gartner Peer Insights Customers’ Choice distinctions recognize vendors and products that are highly rated by their customers. The data collected represents a top-level synthesis of vendor software products most valued by IT Enterprise professionals.
“We have been consistently recognized as a Leader in the Gartner Magic Quadrant™ for Manufacturing Execution Systems report and now, through their Peer Insights portal, our customers have recognized us as well. We thank the persons who took the time to share their thoughts., and we believe their comments indicate that our vision is very well aligned with their operational needs. We are especially gratified that 96 percent of them say they would recommend us,” said Critical Manufacturing’s CEO Francisco Almada Lobo.
Gartner Peer Insights is a public platform that offers verified, first-hand reviews and ratings of enterprise technology solutions by end-user professionals for end-user professionals.
The “Voice of the Customer” is a document that synthesizes Gartner Peer Insights’ reviews into insights for IT decision makers. Vendors placed in the upper-right quadrant of the “Voice of the Customer” quadrants are recognized with the Gartner Peer Insights Customers’ Choice distinction, denoted with a Customers’ Choice badge. The recognized vendors meet or exceed both the market average Overall Experience and the market average User Interest and Adoption. Critical Manufacturing has met or exceeded both the market average Overall Experience and the market average User Interest and Adoption and has been recognized as Customers’ Choice.
Through Critical Manufacturing customers’ eyes
96 percent of the reviewers said they would be willing to recommend Critical Manufacturing to their peers, which is the highest of all recognized eight companies. Here are a few examples of reviewer’s comments on Critical Manufacturing and its MES solution:
“Modern and innovative product with outstanding features - and a great partner.
The CM system is a very modern and comprehensive one, including outstanding features like abnormality management, skill management of operators, container/carrier management and manufacturing workflow planning and execution, custom UI page editor and data management," VP Automation, Nov 17, 2022.
“It's like a Swiss army knife, select the modules you need and go. Critical Manufacturing is on the forefront of new developments and their MES platform is a backbone and enabler of our Manufacturing 4.0 roadmap,” Manufacturing Engineer/ MES Champion, Sep 29, 2023.
"Change The Way We Make Our Products. We transform the way we plan and track our Production with the Critical MES," IT Manager, Nov 18, 2022.
“One Tool for Shop-Floor Management. Critical Manufacturing MES is helping us to digitalize our operations to work effectively, it will integrate our business operations and functional capabilities which leads the better output in production planning, engineering, quality, management etc.,” Quality Engineer, Jun 9, 2023.
“Critical Manufacturing MES, A Decade of Use. Critical Manufacturing MES is a key component of our manufacturing line of creating high-quality federally regulated medical device hardware. The product suite is flexible enough to be customized for all of our SKUs including rework and refurbishment, but also locked tight enough to pass our internal and external compliance audits with flying colors every time,” IT Manager, Nov 29, 2022.
"Partnering With Critical Manufacturing on our MES Journey Is the Best Decision We Made. The overall process from contract negotiations, kick-off sessions and up through project implementation has been very well managed. The agile method and use of project life cycle management is well orchestrated with multiple environments using development for testing, stage validation, and production versions," MES Lead, Nov 24, 2022.
To access the full report, please visit https://www.criticalmanufacturing.com/campaign/gartner-voc-2023/.
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Gartner Peer Insights content consists of the opinions of individual end users based on their own experiences with the vendors listed on the platform, and should not be construed as statements of fact, nor do they represent the views of Gartner or its affiliates. Gartner does not endorse any vendor, product or service depicted in this content nor makes any warranties, expressed or implied, with respect to this content, about its accuracy or completeness, including any warranties of merchantability or fitness for a particular purpose.
About Critical Manufacturing
Critical Manufacturing is a subsidiary of ASMPT, provides the most modern, flexible and configurable manufacturing execution system (MES) available. Critical Manufacturing MES helps manufacturers stay ahead of stringent product traceability and compliance requirements, reduce risk with inherent closed-loop quality, integrate seamlessly with enterprise systems and factory automation, and provide deep intelligence and visibility of global production operations.
As a result, our customers are Industry 4.0 ready. They can compete effectively and profitably by easily adapting their operations to changes in demand, opportunity, or requirements, anywhere, at any time. For more information, visit www.criticalmanufacturing.com
Just 29% of supply chain organizations have the competitive characteristics they’ll need for future readiness, according to a Gartner survey released Tuesday. The survey focused on how organizations are preparing for future challenges and to keep their supply chains competitive.
Gartner surveyed 579 supply chain practitioners to determine the capabilities needed to manage the “future drivers of influence” on supply chains, which include artificial intelligence (AI) achievement and the ability to navigate new trade policies. According to the survey, the five competitive characteristics are: agility, resilience, regionalization, integrated ecosystems, and integrated enterprise strategy.
The survey analysis identified “leaders” among the respondents as supply chain organizations that have already developed at least three of the five competitive characteristics necessary to address the top five drivers of supply chain’s future.
Less than a third have met that threshold.
“Leaders shared a commitment to preparation through long-term, deliberate strategies, while non-leaders were more often focused on short-term priorities,” Pierfrancesco Manenti, vice president analyst in Gartner’s Supply Chain practice, said in a statement announcing the survey results.
“Most leaders have yet to invest in the most advanced technologies (e.g. real-time visibility, digital supply chain twin), but plan to do so in the next three-to-five years,” Manenti also said in the statement. “Leaders see technology as an enabler to their overall business strategies, while non-leaders more often invest in technology first, without having fully established their foundational capabilities.”
As part of the survey, respondents were asked to identify the future drivers of influence on supply chain performance over the next three to five years. The top five drivers are: achievement capability of AI (74%); the amount of new ESG regulations and trade policies being released (67%); geopolitical fight/transition for power (65%); control over data (62%); and talent scarcity (59%).
The analysis also identified four unique profiles of supply chain organizations, based on what their leaders deem as the most crucial capabilities for empowering their organizations over the next three to five years.
First, 54% of retailers are looking for ways to increase their financial recovery from returns. That’s because the cost to return a purchase averages 27% of the purchase price, which erases as much as 50% of the sales margin. But consumers have their own interests in mind: 76% of shoppers admit they’ve embellished or exaggerated the return reason to avoid a fee, a 39% increase from 2023 to 204.
Second, return experiences matter to consumers. A whopping 80% of shoppers stopped shopping at a retailer because of changes to the return policy—a 34% increase YoY.
Third, returns fraud and abuse is top-of-mind-for retailers, with wardrobing rising 38% in 2024. In fact, over two thirds (69%) of shoppers admit to wardrobing, which is the practice of buying an item for a specific reason or event and returning it after use. Shoppers also practice bracketing, or purchasing an item in a variety of colors or sizes and then returning all the unwanted options.
Fourth, returns come with a steep cost in terms of sustainability, with returns amounting to 8.4 billion pounds of landfill waste in 2023 alone.
“As returns have become an integral part of the shopper experience, retailers must balance meeting sky-high expectations with rising costs, environmental impact, and fraudulent behaviors,” Amena Ali, CEO of Optoro, said in the firm’s “2024 Returns Unwrapped” report. “By understanding shoppers’ behaviors and preferences around returns, retailers can create returns experiences that embrace their needs while driving deeper loyalty and protecting their bottom line.”
Facing an evolving supply chain landscape in 2025, companies are being forced to rethink their distribution strategies to cope with challenges like rising cost pressures, persistent labor shortages, and the complexities of managing SKU proliferation.
1. Optimize labor productivity and costs. Forward-thinking businesses are leveraging technology to get more done with fewer resources through approaches like slotting optimization, automation and robotics, and inventory visibility.
2. Maximize capacity with smart solutions. With e-commerce volumes rising, facilities need to handle more SKUs and orders without expanding their physical footprint. That can be achieved through high-density storage and dynamic throughput.
3. Streamline returns management. Returns are a growing challenge, thanks to the continued growth of e-commerce and the consumer practice of bracketing. Businesses can handle that with smarter reverse logistics processes like automated returns processing and reverse logistics visibility.
4. Accelerate order fulfillment with robotics. Robotic solutions are transforming the way orders are fulfilled, helping businesses meet customer expectations faster and more accurately than ever before by using autonomous mobile robots (AMRs and robotic picking.
5. Enhance end-of-line packaging. The final step in the supply chain is often the most visible to customers. So optimizing packaging processes can reduce costs, improve efficiency, and support sustainability goals through automated packaging systems and sustainability initiatives.
That clash has come as retailers have been hustling to adjust to pandemic swings like a renewed focus on e-commerce, then swiftly reimagining store experiences as foot traffic returned. But even as the dust settles from those changes, retailers are now facing renewed questions about how best to define their omnichannel strategy in a world where customers have increasing power and information.
The answer may come from a five-part strategy using integrated components to fortify omnichannel retail, EY said. The approach can unlock value and customer trust through great experiences, but only when implemented cohesively, not individually, EY warns.
The steps include:
1. Functional integration: Is your operating model and data infrastructure siloed between e-commerce and physical stores, or have you developed a cohesive unit centered around delivering seamless customer experience?
2. Customer insights: With consumer centricity at the heart of operations, are you analyzing all touch points to build a holistic view of preferences, behaviors, and buying patterns?
3. Next-generation inventory: Given the right customer insights, how are you utilizing advanced analytics to ensure inventory is optimized to meet demand precisely where and when it’s needed?
4. Distribution partnerships: Having ensured your customers find what they want where they want it, how are your distribution strategies adapting to deliver these choices to them swiftly and efficiently?
5. Real estate strategy: How is your real estate strategy interconnected with insights, inventory and distribution to enhance experience and maximize your footprint?
When approached cohesively, these efforts all build toward one overarching differentiator for retailers: a better customer experience that reaches from brand engagement and order placement through delivery and return, the EY study said. Amid continued volatility and an economy driven by complex customer demands, the retailers best set up to win are those that are striving to gain real-time visibility into stock levels, offer flexible fulfillment options and modernize merchandising through personalized and dynamic customer experiences.
Geopolitical rivalries, alliances, and aspirations are rewiring the global economy—and the imposition of new tariffs on foreign imports by the U.S. will accelerate that process, according to an analysis by Boston Consulting Group (BCG).
Without a broad increase in tariffs, world trade in goods will keep growing at an average of 2.9% annually for the next eight years, the firm forecasts in its report, “Great Powers, Geopolitics, and the Future of Trade.” But the routes goods travel will change markedly as North America reduces its dependence on China and China builds up its links with the Global South, which is cementing its power in the global trade map.
“Global trade is set to top $29 trillion by 2033, but the routes these goods will travel is changing at a remarkable pace,” Aparna Bharadwaj, managing director and partner at BCG, said in a release. “Trade lanes were already shifting from historical patterns and looming US tariffs will accelerate this. Navigating these new dynamics will be critical for any global business.”
To understand those changes, BCG modeled the direct impact of the 60/25/20 scenario (60% tariff on Chinese goods, a 25% on goods from Canada and Mexico, and a 20% on imports from all other countries). The results show that the tariffs would add $640 billion to the cost of importing goods from the top ten U.S. import nations, based on 2023 levels, unless alternative sources or suppliers are found.
In terms of product categories imported by the U.S., the greatest impact would be on imported auto parts and automotive vehicles, which would primarily affect trade with Mexico, the EU, and Japan. Consumer electronics, electrical machinery, and fashion goods would be most affected by higher tariffs on Chinese goods. Specifically, the report forecasts that a 60% tariff rate would add $61 billion to cost of importing consumer electronics products from China into the U.S.