David W. Morgan, founder and CEO, D.W. Morgan, LLC (www.dwmorgan.com), says that 21st century supply chains must share critical, real-time information about the flow of goods so that supply chain partners create systems that are more robust, efficient and flexible. And not only that, but they must realize that the boundaries between traditionally separate activities are blurring. Morgan pioneered the concept of the supply on demand "network," which uses open-source technologies and consulting to enable collaboration among the supply partners. As a result of this effort, clients have seen improved efficiency, increased productivity and reduced costs by up to 50 percent.
Supply Chain Planning & Optimization
David Johnston, senior vice president, supply chain, JDA Software (www.jda.com), believes the evolution of lean and green supply chain management and manufacturing processes will take center stage for the 21st century supply chain. Additionally, he says supply chain optimization solutions will create total visibility and inter-operability, as well as mitigate the risk of global operations. Johnston works to ensure that JDA's supply and demand chain optimization solutions address the unique business challenges and inherent risks faced by many of its customers operating global and elongated supply chains, such as sustainability, extended lead times, excessive inventory, extended cycle times and fragmented visibility.
Donald Hicks, president and CEO of LLamasoft, Inc. (www.LLamasoft.com), created the "Four Step Methodology for Supply Chain Strategic Planning," which describes how to use Network Optimization, Inventory Optimization, Simulation and Sensitivity Analysis in an integrated approach to solve supply chain network design questions. The influence of Hick's theories has influenced the analyst and professional community and also led to the creation of Llamasoft's Supply Chain Guru software, which provides upward of seven-figure returns for clients.
Dr. Nejat Karabakal, vice president of supply chain technologies at LLamasoft, Inc. (www.LLamasoft.com), has pushed the boundaries of what can be modeled in supply chain strategic analysis, and his work is directly responsible for millions in cost savings and operational improvements for global clients. Some of Dr. Karabakal's recent contributions to the supply chain strategic planning market include the integrated use of network optimization and simulation to account for the transportation costs that are functions of time and variability, and the incorporation of cost of inventory dynamics into a network design model through the integration of an inventory placement optimizer.
Dan Basmajian, CEO and president of Optricity (www.optricity.com) and best known for pioneering slotting and specialized routing technologies, predicts the next wave of return will occur at junctures in the supply chain where one function meets another. To that end, he has designed new optimization engines to supercharge existing supply chain solutions, enabling current systems to achieve higher payback. "There's a big difference between systems that capture and manage data and enable visibility and those that employ mathematical optimization engines to determine least cost solutions. Visibility, in and of itself, provides the input for good decision-making but does not provide the optimized answer," he said.
Financial Supply Chain Management
Jonathan Heuser, vice president, global trade services, at JPMorgan Chase (www.jpmchase.com), believes that business leaders across the enterprise must capture a holistic view of working capital, blurring the lines between silos to turn their supply chains into competitive advantages. To that end, Hueser is a boots-on-the ground evangelist, working with individual client organizations, speaking at financial and supply chain-oriented conferences, writing articles for industry publications, and organizing events that will spread this vision for a 21st century supply chain.
Kurt Cavano, CEO, TradeCard (www.tradecard.com), believes global sourcing is a supply chain network where all parties involved in a transaction have visibility into products, payment and data — from raw materials to the store shelf. He helps companies address visibility and control issues that occur in the extended supply chain when second- and third-tier vendors become involved. Under Armour is one instance of the success of Cavano's vision: Brad Dickerson, vice president of Finance for the athletic clothing company, says visibility into the company's processes, from purchase order through payment, has reduced its problem-solving by 90-95 percent.