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In its quest to achieve a demand-driven supply chain, Kimberly-Clark turned to software that generates shipment forecasts based on point-of-sale data. Now the consumer products giant can better serve some of its customers with a lot less inventory.
Longtime investment analyst John G. Larkin understands how supply chain performance can boost shareholder value. Here are some of his thoughts on how to do that.
When IBM switched from a focus on regional business units to operating as a global organization, it had to create a single, integrated supply chain aligned with the new business model.
The return of some manufacturing to the United States will not spell an end to global supply chains. But supply chains in the future may not be as extensive and far-flung as they have been for the past few decades.
The technology giant's global command centers coordinate parts logistics and field technicians to respond swiftly to customers' requests. They even monitor potential problems like natural disasters and work with customers to develop contingency plans.