CONCERNED by the lack of supply chain management professionals in the country, 2GO of the Aboitiz Transport System Group encouraged youth leaders to embark on a “unique” career in the supply chain business.
Belle Pacetes, 2GO training manager, revealed during the Third Aboitiz-organized Future Leaders Business Summit last Friday that the company has observed a “wide gap” in the supply chain industry caused by the lack of professionals in the business.
“There is, currently, no formal training or education (to produce) professionals. Most practitioners in the supply chain industry (acquired) their expertise from experience, training, simply being on the job (and) learning the ropes,” she said.
2GO is the supply chain solutions provider under the Aboitiz Transport System (ATS), the transport and logistics company of Aboitiz and Co. (ACO) that is owned by publicly-listed Aboitiz Equity Ventures (AEV). From the release of the goods from the manufacturer to the delivery of the products to customers nationwide, 2GO’s supply chain services include warehousing, order entry and releasing, transport planning and routing, delivery to customers nationwide, and document management, among others.
To address the high demand and help the youth develop core competencies required for the job, 2GO launched a supply chain management course with the Jose Rizal University (JRU), De la Salle College of St. Benilde (DLSU-CSB), Technological Institute of the Philippines (TIP) and the Society of Fellows in Supply Management (SOFSM).
Scholarships
2GO recently granted 15 full four-year scholarships in JRU that now offers Bachelor of Commercial Science major in Supply Management, focusing on sourcing and procurement, manning and replenishment, logistics operations, and customer service.
DLSU-CSB and TIP will offer a similar course as post-graduate studies to be launched this year.
Pacetes explained that these courses can be taken as a certificate course to be completed in two years or a full degree completed in four years.
2GO is also planning to partner with local higher education institutions, such as the University of San Carlos in Cebu City.
“Our mission is to help our customers and our country gain competitive advantage through reduced overall cost by eliminating processes and layers or middlemen,” said Pacetes.
She said that by diversifying its product offerings and getting into the supply chain business, 2GO has been able to weather the negative effects of rising fuel prices. (NRC)
Source-sunstar.com.ph
Showing posts with label B2B News India. Show all posts
Showing posts with label B2B News India. Show all posts
Monday, August 4, 2008
Thursday, July 31, 2008
Enporion Named Among Top Innovators by Supply & Demand Chain Executive 100
Enporion, a leading provider of supply chain solutions and professional services, has been named to Supply & Demand Chain Executive magazine's Top 100 companies for the third consecutive year. This achievement recognizes Enporion's continuing commitment to its customers and to delivering best-of-class supply chain solutions.
"Our readers turn to Supply & Demand Chain Executive to learn about new solutions and best practices for enabling the supply chain, to understand trends in supply chain technology, and to benchmark their own companies' enablement initiatives with those of other enterprises across industry verticals," explained Andrew K. Reese, editor of Supply & Demand Chain Executive. "Enporion was chosen for the Supply & Demand Chain Executive 100 this year because of its ability to leverage established supplier networks as a 'single point of contact' with suppliers from order issuance through e-invoice settlement. The company has truly shown itself as an innovator in end-to-end e-procurement."
"Enporion has always strived to provide innovative solutions to its customers and we are thrilled to be recognized for our innovation in end-to-end e-procurement as it truly represents the full suite of what we offer customers -- a complete source-to-settle solution," said George Gordon, Chairman and CEO of Enporion. "In addition, we are continuing to introduce significant innovation as we enable the integration of physical and financial supply chains, also acknowledged in the magazine."
This year the magazine focused the criteria for its "100" feature on supply chain innovation. Supply & Demand Chain Executive has identified leading providers of supply chain services and technologies who are at the forefront of innovation. Based on submissions to the "100" from end users and solution providers, the judging committee for the "100," including the editorial staff of the magazine, in conjunction with the editorial advisory board, has compiled a list of leading supply and demand chain innovators.
About Enporion
Enporion is a supply chain management solutions and services company, providing strategic sourcing and e-procurement applications, and related professional services. Enporion is delivering results for customers in the gas and electric utilities, manufacturing and distribution industries.
Enporion's Supply Chain Manager(R), an integrated suite of e-commerce tools, delivers cost reduction through price and process savings, and includes capabilities in catalog management, supplier enablement and connection, spend reporting, e-sourcing including auctions and electronic RFx's, and contract management. These applications are delivered in a Software-as-a-Service environment, resulting in quick implementation and early realization of benefits. Visit Enporion online at www.enporion.com.
Source-marketwatch.com
Source-marketwatch.com
Wordingham Technologies Adds Online Support for Supply Chain Management
Wordingham Technologies, specialists in custom machined parts for optics, photonics and precision instrumentation, announces online customer access for tracking orders and managing releases, 24/7. The Wordingham Quality (WQ) Portal, the first of its kind in this industry, demonstrates Wordingham's commitment to "quality delivered."
"Quality isn't just delivering tight tolerances and great aesthetics, important as those are," says David Trombley, Wordingham General Manager, "it's helping our customers get their parts when they need them, even when their plans change."
The WQ Portal allows customers to log on to a secure site, accessible from http://www.wordingham.com, and view critical planning information. This information includes:
-- Inventories of all their custom parts
-- Orders in process
-- Planned releases
-- Recent releases
-- In-process delivery tracking information
-- Pending quotes
-- Immediate request for in-person help if desired
Trombley continues, "We want to do all we can to help our customers manage their supply chains better. In today's global markets, victory goes to the agile. That's why we invested in the WQ Portal and made it as easy to use as we could. While we will always give fast in-person response to questions, self-service access is a big plus, particularly to our international customers."
Mike Jackson, Inside Sales Representative and developer of the WQ Portal, notes, "Early feedback has been fantastic. The WQ Portal is letting our customers monitor plans for their own customer deliveries in a new way. But that's not all. The WQ Portal is also helping them construct winning bids for new business, faster and easier, by providing real-time data 24/7."
About Wordingham Technologies
Wordingham Technologies provides full-service, dock-to-stock metal machining, including: multi-axis milling, multi-axis turning, honing, advanced metrology, finishing and mechanical sub-assembly. Though ultimately serving many markets, Wordingham focuses on custom parts for Optics and Photonics, including illumination, medical/biometric, and defense and security; and for Precision Instrumentation, including measurement, data collection/transfer and nano-positioning.
Wordingham Technologies' competitive edge is people: their deep commitment and strong optics roots. From its start as an outgrowth of Burleigh Instruments, an early market leader in life science optics and nano-positioning systems, the company has grown to a team of over 50 with a proven track record for producing high quality precision optics interfaces. Visit http://www.wordingham.com to learn more.
Source-marketwatch.com
Source-marketwatch.com
Monday, July 21, 2008
Financial Insights Releases First Global Benchmark Comparison of Bank Financial Supply Chain Offerings
Financial Insights has now established the first consistent definition of financial supply chain management services that can be used to make valid comparisons between competitors and provides a snapshot of what is being offered at this point in time. Financial supply chain management is still an emerging area, therefore considerable variation in product offerings and even definitions still exist.
Based on this pioneering study, Financial Insights considers JPMorgan to be in the lead at this time, followed closely by American Express and Bank of New York Mellon. JPMorgan's leading position is based primarily on the comprehensive scope of its offerings, as well as the organizational focus it has shown with regard to the financial supply chain opportunity. The report further states how important it is for financial institutions to support purchasing cards, as this is one of the fastest-growing market segments of the card business and also combines payments and financing, making these cards a natural fit for financial supply chain management.
According to Aaron McPherson, practice director and author of the report, "Financial institutions will have to work together to connect their individual buyer-supplier networks into a single network-of-networks, similar to what is happening in the check image exchange market. Financial institutions still have to agree on a remittance data standard and push their customers to use it in a coordinated fashion as the focus of competition will become comprehensive service, reliability, and quality, rather than proprietary buyer-supplier networks or connectivity standards."
The seven financial institutions profiled in the report have made impressive strides by being willing to buy as well as build the necessary technology and overcome conflicting internal goals to present a unified face to the market. The following financial institutions are benchmarked in this report: American Express, Bank of America, Bank of New York Mellon, Citi, Deutsche Bank, JPMorgan, and Wells Fargo.
A review of the benchmark data and results will be discussed during a Financial Insights Webinar on August 21. The Webinar is open to all: registration is required.
Clients of the Financial Insights' Payments research advisory service may download the report, others are encouraged to contact Financial Insights to discuss how this research fits into strategic technology investments and ongoing go to market services. Please contact us at info@financial-insights.com. To arrange a press briefing with Aaron McPherson, please contact Deborah Stark, 508 935 4318 or email dstark@idc.com.
About Financial Insights, an IDC company
Financial Insights provides independent research, custom consulting, and detailed multiclient studies on the technology issues and challenges facing the financial services industry. Our global research covers topics of strategic importance to corporate and retail banks, insurance carriers, asset management firms, securities and brokerage firms. Our local practices in Asia Pacific, Europe, Latin America and Canada add an in-depth regional viewpoint. Financial Insights, an IDC company, is headquartered in Framingham, Massachusetts, USA. IDC is a subsidiary of IDG, the world's leading IT media, research, and exposition company.
Source : marketwatch.com
Source : marketwatch.com
Thursday, July 17, 2008
LG Electronics credits GXS e-commerce with supply chain consolidation
| Consumer electronics and appliances giant LG Electronics reports successful consolidation of its supply chain operations, following implementation of GXS’ e-commerce suite. The company is using GXS Trading Grid to centralise interactions with more than 200 global trading partners, and integrate its disparate ERP base throughout Europe, the US, South America and Asia-Pacific at its HQ in Seoul, South Korea. SunYoung Oh, assistant manager of LG’s IS team, points out that the company depends on its ability to coordinate supply chain activities and share real-time information with a network of contract manufacturers, third party logistics providers and consumer electronics retailers around the world. “As we’ve grown in the last 50 years, so has the complexity of our supply chain. Reducing that complexity was as important to our company as ensuring global integration capabilities and increasing real-time visibility into our trading partner network. GXS is the only B2B integration vendor we have found that can easily support all three of these initiatives.” Prior to consolidating with GXS, LG used multiple B2B e-commerce providers managed independently by centres around the world – resulting, she says, in. duplicate processes and inconsistent capabilities and complicating LG’s efforts to manage its trading partner network. | |
| Author Brian Tinham | |
Source by mcsolutions.co.uk
Sunday, May 4, 2008
The endless quest for indestructible supply chain
At annual risk managers gathering, strategies are shared about wiser monitoring of risk in a dangerous world
Supply chain risk is an increasingly significant concern for corporate managers since so many U.S.-based companies are now global in reach, sourcing raw materials from one continent, manufacturing products in another and ultimately transporting them for distribution elsewhere.
Years ago, such risk entailed a shortage of raw materials or late deliveries because of transportation problems. But it has now grown to include everything from natural hazards or disasters to terrorism, pandemics, political unrest, labor problems or the loss of computer data by a vendor.
In most cases these are risks a company can't buy insurance for, even though any one of them could ultimately result in the destruction of a company's brand name, reputation and stock market value. Some companies are even putting pressure on their suppliers to have enterprise risk management plans in place (see “Supply Chain Only as Strong as Its Weakest Link,” FW, April 21).
Addressing and planning for supply chain disruption in an organization's various firms is essential, but it has to come at a reasonable cost, said panelists at the Risk and Insurance Management Society conference in San Diego last week.
“Clearly, it's about managing volatility within certain parameters or thresholds that you have set,” said Gary Lynch, a managing director in the risk consulting unit at Marsh, “but the risk profile constantly changes” so it's imperative that it be monitored for effectiveness and efficiency, he said.
Adding to the challenges is the fact that risk managers view the issues differently than do the company's supply chain managers, said Pamela Britt Schneider, director of global risk management for Avon Products. “Often, they have competing priorities,” she said.
For example, supply chain managers seek to consolidate vendors and reduce inventory in order to cut costs, while a risk manager wants the company to do the opposite, building in redundancies so that there are alternative sources of product in the event of a disruption.
So it's imperative that risk managers and supply chain managers understand each other's roles, Ms. Schneider said. She suggested that those risk managers try to “become an insider” on the supply chain management team, learning its priorities and how the supply chain works, while simultaneously identifying its vulnerabilities.
“Tell them you want to help them reach their goals and avoid disruptions,” she counseled, adding that at the same time, risk managers must balance that with preparing plans that will sustain the business in the event of a problem and be familiar enough with the issues to take on the role as the firm's intermediary with the insurance company when presenting a claim linked to a supply chain problem.
But one growing problem is that, given the weakening economy and tighter budgets, it may be harder for risk managers to sell the importance of risk management's role to senior management.
So supply chain managers need to build their presence in the C-suite by communicating potential problems to them regularly. One way to illustrate the significance of those risks is by presenting news clippings of recent supply chain catastrophes at other companies and their impact, said Ms. Schneider.
Among Marsh's suggestions are that risk managers create a supply chain risk team that looks at the supply chain end-to-end. Mr. Lynch said Marsh has found that one approach to helping companies find alternatives in the event of a supply chain failure is to tell supply chain managers to bring a “what if?” mentality to their duties. That is, have them constantly asking themselves that question so they have a potential remedy in mind in the event of a supply chain failure. “This approach is not only effective but also highly practical, given the limited resources of most corporate risk departments.”
“Nearly three-quarters of risk managers say their companies' supply chain risk levels have increased since 2005,” according to Marsh's survey of 110 corporate risk managers in January and February.
“[So] for most risk managers, the question is not if they should take on this responsibility but how to do it, given constraints on resources and time,” the Marsh report said.
Avon may be one of the most international of U.S.-based companies, as 75% to 80% of its $9.9 billion in sales last year were made by its direct-sales force, perhaps the world's largest, the majority of which is international.
Its scope includes sales operations in 66 countries and distribution of its products in an additional 48. It has 1,500 direct vendors globally, uses 10,000 different raw materials to produce its beauty products and processes 20,000 product orders daily, said Ms. Schneider.
Add to that the fact that most of its products are produced by third-party manufacturers, and Avon maintains worldwide warehousing, distribution and shipping logistics and one can see that Ms. Schneider is involved in a truly daunting enterprise fraught with challenges from within and without.
Ultimately, “in a post-Mattel world, you have to ensure that the products you are selling are safe and are fully tested for your customers,” said Ms. Schneider, referring to the massive toy recall and subsequent negative publicity the toy maker faced, because excessive amounts of lead were discovered in paint on some of its products.
Source: financialweek.com
Nadia Borowski Scott
THE ‘WHAT IF?’ APPROACH Gary Lynch, a managing director in the risk consulting unit at Marsh, advises risk managers to think about potential remedies to supply chain failures.
Years ago, such risk entailed a shortage of raw materials or late deliveries because of transportation problems. But it has now grown to include everything from natural hazards or disasters to terrorism, pandemics, political unrest, labor problems or the loss of computer data by a vendor.
In most cases these are risks a company can't buy insurance for, even though any one of them could ultimately result in the destruction of a company's brand name, reputation and stock market value. Some companies are even putting pressure on their suppliers to have enterprise risk management plans in place (see “Supply Chain Only as Strong as Its Weakest Link,” FW, April 21).
Addressing and planning for supply chain disruption in an organization's various firms is essential, but it has to come at a reasonable cost, said panelists at the Risk and Insurance Management Society conference in San Diego last week.
“Clearly, it's about managing volatility within certain parameters or thresholds that you have set,” said Gary Lynch, a managing director in the risk consulting unit at Marsh, “but the risk profile constantly changes” so it's imperative that it be monitored for effectiveness and efficiency, he said.
Adding to the challenges is the fact that risk managers view the issues differently than do the company's supply chain managers, said Pamela Britt Schneider, director of global risk management for Avon Products. “Often, they have competing priorities,” she said.
For example, supply chain managers seek to consolidate vendors and reduce inventory in order to cut costs, while a risk manager wants the company to do the opposite, building in redundancies so that there are alternative sources of product in the event of a disruption.
So it's imperative that risk managers and supply chain managers understand each other's roles, Ms. Schneider said. She suggested that those risk managers try to “become an insider” on the supply chain management team, learning its priorities and how the supply chain works, while simultaneously identifying its vulnerabilities.
“Tell them you want to help them reach their goals and avoid disruptions,” she counseled, adding that at the same time, risk managers must balance that with preparing plans that will sustain the business in the event of a problem and be familiar enough with the issues to take on the role as the firm's intermediary with the insurance company when presenting a claim linked to a supply chain problem.
But one growing problem is that, given the weakening economy and tighter budgets, it may be harder for risk managers to sell the importance of risk management's role to senior management.
So supply chain managers need to build their presence in the C-suite by communicating potential problems to them regularly. One way to illustrate the significance of those risks is by presenting news clippings of recent supply chain catastrophes at other companies and their impact, said Ms. Schneider.
Among Marsh's suggestions are that risk managers create a supply chain risk team that looks at the supply chain end-to-end. Mr. Lynch said Marsh has found that one approach to helping companies find alternatives in the event of a supply chain failure is to tell supply chain managers to bring a “what if?” mentality to their duties. That is, have them constantly asking themselves that question so they have a potential remedy in mind in the event of a supply chain failure. “This approach is not only effective but also highly practical, given the limited resources of most corporate risk departments.”
“Nearly three-quarters of risk managers say their companies' supply chain risk levels have increased since 2005,” according to Marsh's survey of 110 corporate risk managers in January and February.
“[So] for most risk managers, the question is not if they should take on this responsibility but how to do it, given constraints on resources and time,” the Marsh report said.
Avon may be one of the most international of U.S.-based companies, as 75% to 80% of its $9.9 billion in sales last year were made by its direct-sales force, perhaps the world's largest, the majority of which is international.
Its scope includes sales operations in 66 countries and distribution of its products in an additional 48. It has 1,500 direct vendors globally, uses 10,000 different raw materials to produce its beauty products and processes 20,000 product orders daily, said Ms. Schneider.
Add to that the fact that most of its products are produced by third-party manufacturers, and Avon maintains worldwide warehousing, distribution and shipping logistics and one can see that Ms. Schneider is involved in a truly daunting enterprise fraught with challenges from within and without.
Ultimately, “in a post-Mattel world, you have to ensure that the products you are selling are safe and are fully tested for your customers,” said Ms. Schneider, referring to the massive toy recall and subsequent negative publicity the toy maker faced, because excessive amounts of lead were discovered in paint on some of its products.
Source: financialweek.com
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