Stuart Rosenberg

Stuart Rosenberg
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http://www.StuLeanSixSigma.wordpress.com
Based just outside New York City, Stuart Rosenberg enjoys a regional reputation as a subject matter expert and published author in Supply Chain Management. He is proficient in Lean Six Sigma disciplines, and has both "white belt" and "green belt" certifications. He is experienced in production environments and effective inventory control. Stuart is also proficient in MRP based inventory control systems and ERP systems.

Collaboration + Supply Chain = Security

The challenges linked to securing the supply chain and its processes cannot be answered by one group. Solutions are only possible with collaboration between local, state, federal law enforcement agencies and supply chain management teams of all companies cooperating with each other.

Why Small Manufacturers Face a Double Whammy

Per a survey by the National Association of Manufacturers small businesses are carrying an unbalanced portion of the $2.02 trillion which federal compliance regulations burden the economy. The average U. S. Company pays almost $9,991 annually per employee in order to comply with those regulations. The average manufacturer practically pays double of that amount per employee for the year. For the small manufacturers, with less than 50 employees, the cost runs about $34,600 for each employee. The claim for this cost disparity is based upon economics of scale. A firm with only 20 employees incurs the same expense as a firm with 300 to 500 employees. The larger firms can readily withstand these costs due to spreading the costs over larger revenues and a large employee base.

Supply Chain and Single Source Suppliers

Supply chain management fosters strategic alliances along with operational efficiencies to differentiate itself from other companies. Raw material sourcing is one of these opportunities to minimize risks, reduce operating expenses and ensure continued operations in the face of a supply chain disruption. Single suppliers present companies a chance to reduce procurement expenses through material cost reductions and volume discounts. However, procurement with a single provider has attached to it significant risks such as higher costs and lower profits due to supplier disruptions.

Transparency + Engaged Suppliers = Sustainable Sources of Raw Materials

It was not too long ago when we read about Findus, the frozen food brand and the horsemeat scandal – their beef lasagna was found to have horsemeat. In response to these charges Findus has joined and enlisted the assistance of the Supplier Ethical Data Exchange (Sedex). With their support Findus will conduct ethical, health and safety tests of Findus’s supplier. With this information they hope to manage risks throughout their supply chain. The plan is to engage suppliers to create more transparency across the global supply network. Of course, the plan includes re-gaining the public trust. This lack of visibility or transparency and weight over suppliers can and does lead to issues such as...

Risk Management in a Global Economy

It is no secret that globalization ahs increased supply chain risk. Along with that risk comes the opportunity to manage it. The secret is to ensure that the alternative supplier’s facility is detached from your primary supplier’s facility. What would happen if a company procures semi-conductor chips for use in their product and both the primary and secondary supplier were located in exactly the same area - the same earthquake, power failures, same political upheaval would put both suppliers out of operation at the same time.

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Latest Articles

What is Sales & Operations Planning?

Sales & Operations Planning: All demand (sales) and supply (capacity, materials) of a product is balanced and planned to secure on-time delivery...

6 Tips for Maximizing Efficiency and Productivity of Warehouse Operations

As a warehouse manager, you would understand that handling warehouse operations are a massive task. One small mistake may affect the efficiency and productivity of the warehouse. You must continually implement measures to optimize various warehouse processes and improve the overall effectiveness of the operations involved. Apart from minimizing downtime and increasing productivity, it is essential to improve your supply chain. Let us look at a few tips that help in achieving the same.

Robot Trucks or Autonomous Vehicles Will Revolutionize the Supply Chain

Most supply chain professionals do not completely understand the disruption and upgrades that autonomous vehicles, specifically what I call robot trucks, will create. Most cannot get past the pitfalls and possible barriers to robot trucks. I define robot trucks with a much broader perspective. I include trucks of all sizes and even internal plant material handling equipment like fork-lifts and automatic guided vehicles (AVGs). The biggest leap is that robot trucks will learn! Many doubters just cannot get past this. Although not complete artificial intelligence (AI), robot trucks will adapt on their own, to conditions and circumstances, and build an open memory of what to do.

Transform Your Supply Chain For Omnichannel

The world is in the early stages of a global supply chain revolution. The Amazon Effect. The Internet of Things. Platform Businesses. The new supply chain will grow beyond omnichannel. It will cross into other industries and markets and will incorporate supply chains of products, information, and finance. All the elements of the New Supply Chain tie together. They are not separate steps. They are not to be selectively chosen or excluded. These are inter-related. The New Supply Chain brings performance excellence.

The 4 Supply Chain Metrics

Metrics are a way to measure performance; and, in turn, communicate that information to key executives in the company.  Their value is how supply chain management is supporting the direction and strategy of the business.  It is important that they present a strategic and tactical understanding of what is happening and how well it is happening. KPIs (key performance indicators) must be measurable.  As a result, numerous metrics are about the logistics components.  Some of these are good.  However, they do not present a view of the total supply chain.  Plus, many have little or no usefulness for the C-suite.   Assessing logistics parts is a node-link approach and does not recognize the supply chain process.