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Supply Chain Management

  • Sun Products Finds Speed to Value

    Soon after the company's formation,the Sun Products' IT team needed establish a new IT environment. This entailedreplacing every software system, including a combination of packaged andproprietary applications, in a five-month time frame.
  • Defining Lines

    CGT Editor Alliston Ackerman gives you a sneak peek into the trends and topics discussed in this month's issue.
  • Anna's Linens Drives Efficiency

    As Anna's Linens grew, so did the need to improve theefficiency of its supply chain. It became clear that a more consolidatedapproach was required to effectively handle the increase in stores andshipments, and to take advantage of opportunities available within the supplychain.
  • Kraft, Food Lion Talk Data Sharing

    Both retailers and suppliers see the value of data sharing, but there is still a long way to go before benefits are realized. Proving there are exceptions to this rule, Kraft Foods, Delhaize America and Bozzuto's gathered to lend real-world context to the findings of the first annual Shared Data Study. Learn about their winning data sharing programs here.
  • Foster's Gains Global View of Operations

    Mergers and acquisitions have caused Foster's to have a mix of enterprise resource planning systems and different methods for defining and processing key business data, such as information on customers and products.
  • Wal-Mart Boosts Production of Sustainable Products

    The retail giant launches an innovative new program to bring the latest generation of environmentally responsible products to consumers nationwide.
  • Unilever's Global Effort to Become More Demand Driven

    Doug Sloan, director of Supply Chain Operations for Unilever North America, reveals details of the company's journey to boost its demand sensing and inventory optimization capabilities globally.
  • VANTAGE POINT: Exploring Shared Services for Customer Management

    As shared services units specialize in performing repetitive transaction based tasks, consumer companies can leverage the service model to perform tasks that require high-end business and consulting skill sets that may not be widely available in the organization.
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