... Leaving nothing to chance, Tesla is also continuing to invest in a network of supercharger stations around the country. This should ensure that customers have a viable alternative to the ubiquitous gas (petrol) stations we take for granted when driving ordinary internal combustion engine vehicles. Digital ...
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... profitability than one might expect. Industrial tops the list, while high-margin healthcare & pharmaceuticals lags. Tellingly also, it is the apex customers in retail and automotive who invest the least, suggesting that proximity to end consumers does little to elevate organisational appetite for supply ...
... productivity gains in classically customer-centric industries such as automotive, hi tech and consumer packaged goods. The value-for-money advances delivered by the likes of Apple, Wal-Mart and Toyota over the past few decades are simply amazing. All have harnessed the power of customer demand to drive innovation ...
... built on Crayola land and linked directly to the crayon manufacturing facility. The company wanted to be sure that their claims would stand up to any customer scrutiny. In terms of sustainable supply chains, this initiative was much more serious than the easy alternative of buying carbon offsets. It was ...
... that are firm going forward. Intel drove a transformation that started with an urgent need to reduce costs and at the same time “just say yes” to customers. It worked because communication was abundant, but also because people knew that engineering-as-problem-solving was going to remain sacred. Balance ...
... in constant tension to make the most of customer demand, product innovation and investment capital, will define the future of supply chain. As to semantics, the name “supply chain” is only as boring or as exciting as the work you do. Marketing stokes customer desire or demand. R&D invents things to satisfy ...
... impressive was the fact that IBM had built, mostly from scratch, the complete and ideal PLM application footprint including direct material sourcing, customer needs management, collaborative design, product portfolio management and a solid product data management foundation. For me, IBM was the poster child ...
... while the Supply Chain Council came second. If this were a case of the top two grocery retailers merging, we might expect customer or regulator objections, but in this situation, customers win. Certifications abound when associations form to crystallise emerging ideas into standards. During the early phases ...
... NPI to traditional supply chain operations to software licensing and fulfillment models — that are unique to customer needs. This is a world apart from simply selling and supporting customers’ high-end telecom equipment. If leading companies continue on this trajectory, just imagine what supply chains ...