MEMBER LOGIN / register
This event is open for all professionals interested or currently working in Starups in Hanoi, or supply chai professionals in Hanoi, or who are interested in looking for business collaboration for U.S. market through meeting with a delegation of Baylor University (U.S.), Executive Master Program.
Ferguson Global is seeking a Sourcing / Business Development Manager to assist in our Southeast Asia sourcing expansion. This position will report directly to our Regional Manager based in Taiwan and work closely with our staff at Ferguson Enterprises, LLC headquarters in Newport News, VA, USA.
The Project Manager (PMO) is a highly visible role that is responsible for driving the transformation activities for Singapore Replenishment Center (SRC) and 3rd party service providers’ warehouses migration from current location to a new location. This leader will lead cross-functional internal and external resources and has overall accountability of the execution and performance of projects and transformation initiatives.
Manage DC daily operation activities at warehouse facility. To ensure strict execution of the SOP and meet KPIs.
THE SUPPLY CHAIN DIGITAL DISRUPTION
THE SUPPLY CHAIN DIGITAL DISRUPTION
Its impact on executive talent
Across all industries — from consumer goods to health care, manufacturing to financial services — more companies are “going digital.” Digitisation is very much at the forefront of any CEO’s mind. Predictions are that every company and virtually every job will be touched and most likely transformed or eliminated by digital innovation. For supply chains to fulfill their full digital potential companies need to connect disparate systems, provide end to end visibility, capture and analyse massive amounts of data. The availability of advanced analytics and affordable cloud-based technologies allows companies to go beyond the improvement of service levels and cost reduction.
Historically over the last 30 years, the supply chain has undergone a tremendous change. What was once a purely operational logistics function that reported to sales or manufacturing and focused on ensuring supply of production lines and delivery to customers has become an independent supply chain management function that in some companies is already being led by a CSCO—a chief supply chain officer. The focus of the supply chain management function has shifted to advanced planning processes, such as analytical demand planning or integrated sales and operations planning (S&OP), which have become established business processes in many companies, while operational logistics has often been outsourced to third-party logistics providers. The supply chain function ensures that operations are well-integrated, from suppliers through to customers, with decisions on cost, inventory, and customer service made from an end-to-end perspective rather than by each function in isolation.
Digitisation creates a disruption and requires companies to rethink the way they design their supply chain. At the same time, customer expectations are growing. The online-enabled transparency and easy access to a multitude of options regarding where to shop and what to buy drive the competition of supply chains. This does not only apply to B2C but also B2B companies.
More and more data will become available, RFID sensors, for example, track and manage in-store replenishments increasing on-shelf availability, enabling direct delivery to stores, driving sales up and delivery costs down, increasing the retailer’s profitability.
A study by The Boston Consulting Group shows that the leaders in digital supply chain management are enjoying increases in product availability of up to 10 percentage points, more than 25% faster response times to changes in market demand, and 30% better realization of working-capital reductions, on average than the laggards. They have 40% to 110% higher operating margins and 17% to 64% fewer cash conversion days. With the help of three key strategies, these agile companies are quickly leaving behind their less nimble competitors.
The general consensus is that companies cannot afford to wait and the leaders in digital supply chain management are building a financial advantage that will be more difficult to overcome with each passing year. Companies will need to map opportunities for each of the newly available technologies. BCG, for example, has defined the landscape of digital supply chain management and developed a map of the major areas of activity.
Read the full report: CLICK HERE TO DOWNLOAD