Ethical Sourcing: Do Consumers and Companies Really Care?
According to Steve Polski, senior director of responsible supply chains and sustainability at Cargill, consumers consistently say they want more sustainable products and services but are often unwilling to pay a premium. Polski has spent years researching this topic, and he has found that consumers care about a company’s sustainability and ethical sourcing efforts and may reward it with brand loyalty, but they generally don’t want to pay more for the products.
The survey also found just how much consumers said they were willing to pay for ethically and sustainable sourced products. Thirty percent said they would pay up to 5% more and 28% said they would pay up to 20% more for such products. A quarter of consumers also said they actively sought sourcing origin information when they made their most recent purchase.
The Science of Us explains that, like most people, when you feel powerless or helpless, your first instinct is to exert control over the things you do have some control over, and if you’re a boss or manager, that might mean your employees. While we know that most people work best when they’re given independence and autonomy, and when managers trust their teams to make the best calls when they need to, well, sometimes good old psychology just takes hold.
This fellow is a little smug, but he makes some really interesting points.
3 Predictions For Apple’s Supply Chain In 2017
China isn’t the only Asian country Apple could continue to work with. The Wall Street Journal reported that it may manufacture products in India and could be currently working toward a deal for this with the Indian government.
However, this seems to be more of a matter of speculation and deduction than pure fact, since Apple did not comment and Tim Cook, the company’s CEO, openly said that there were no plans to start producing in the country earlier this year.
Forbes contributor Tim Worstall also pointed out that most of the benefit would go to Apple, with the Indian economy itself not gaining too much from the company’s presence there. This sits in contrast to Apple’s work in China, which also benefits the country in addition to the business’ sales themselves.
7 things Silicon Valley needs to stop doing in 2017
Stop acquiring companies and products just to kill them:
Some of the greatest apps and sites ever created were acquired as they were rising in popularity, then terminated. Remember Posterous, Pownce, Dodgeball, reMail, Nextstop and Friendfeed? These were all innovative, powerful, well-designed apps or services that were terminated on purpose because they were so good.
Why Trump and the Tech Industry Are on a Collision Course
During the campaign, Trump in turn lashed Apple for manufacturing too many of its products overseas. Stephen Bannon, the former chief executive of Breitbart—who has emerged as the ideological synthesizer of Trump’s worldview—has touted Democrats’ courtship of the technology industry as evidence the party had abandoned heartland workers for coastal elites. As Bannon recently told The Hollywood Reporter, “They were talking to these people with companies with a $9 billion market cap employing nine people. It’s not reality. They lost sight of what the world is about.”
What Does It Mean to be “Strategic” in Supply Chain, Anyway?
A study in Supply Chain Quarterly provides six models or “styles” of Supply Chain strategy, each suited to a different kind of industry: “efficient” Supply Chains, “fast” Supply Chains, “continuous-flow” Supply Chains, “agile” Supply Chains, “custom-configured” Supply Chains, and “flexible” Supply Chains. These names might seem like different terms for the same thing – and these words often get thrown around as buzzwords all over the industry. But the study’s author, Hernan David Perez, goes into deep detail about the differences in each strategic approach that shows the depth and complexity inherent in developing a truly strategic Supply Chain.
Words Of Advice From Millennials In Supply Chain Management
Khan explains how she appreciates management that challenges her and suggests that employers need to recognize that not all millennials are the same – despite what the stereotypes might imply. The solution: get to know your millennial talent individually and take the time to understand their goals to help them reach their full potential. As the most educated generation, millennials are eager to apply their degrees in their work and they are driven to advance. However, that drive doesn’t necessarily mean they are willing to “job-hop”. Employers should strive to challenge millennials by rewarding performance with new responsibilities and opportunities to grow.
But one outdated technology still stands in the way of transparency: the DUNS Number.
Twenty years ago, the federal government entered into an agreement with Dun & Bradstreet, Inc., to provide a numbering system to track contractors. In order to do business with the government, companies must pay Dun & Bradstreet to be issued a DUNS Number.
Dun & Bradstreet continues to own every DUNS Number. That means anyone who wants to download or analyze the government’s public procurement data must buy a D&B license.
Workaholism Is the Threat That Masquerades as Dedication
The difference between working 40 hours per week and working, say 55 or more, shows up in the quality of the work. In the ‘80s, the Whitehall II study in Great Britain highlighted a drop in cognitive function for those working longer schedules. Teams that spend more hours at their desks but get progressively less effective aren’t benefiting the business.
The working life is changing fast, companies need to catch up
Explaining that work “doesn’t really work today”, Katherine von Jan, MD of strategic innovation at Salesforce, highlighted the better experience that customers have over workers as a hint that things aren’t right.
The customer experience is at an all-time high, with ease of service from ordering to delivery of products and services – meaning our expectations are probably too high when we get into the office.
The message is really good, but this poor woman is so awkward…
What It’s Like When a Coworker Tells You to Smile
It seems that when I walked about the campus, I had failed to smile at the people who would determine my status as faculty or reject. It also turned out that I did not dress appropriately; interrupted men when they were talking even if they paused for breath and it seemed to me they were done rambling on and on; spoke out about controversial issues like presidential campaigns, civil rights, lack of diversity in both employees and courses; and a host of other things I did that identified me as a “left-wing feminist.” I knew I had an EEOC case when the female faculty member assigned to be my “mentor” explained to me that “you have to dress to please the men” in order to get tenure.
Robots and AI won’t cost you your job anytime soon
Robots function a lot like reptile brains. Technology hasn’t come far enough in biomimicry to create the right movements, expressions and thought patterns to bring AI to where it can work alone. Current AI technology, whether it’s an actual robot or just software, almost always need a human guide. At best, robots are relegated to one specific task that they can repeat multiple times.
Economists have found the same shift toward restaurant dining and away from old-fashioned grocers. Using Census data, the economist Mark J. Perry calculated that for the first time on record, Americans are spending more money at restaurants and bars than at grocery stores.
But today’s shoppers are springing for options in a market that supermarkets once monopolized. Modern shoppers divide their shopping among superstores like Walmart, supermarkets like Giant, specialty shops for bread and coffee, and online shopping for all of the above. It is what industry analysts are calling “grocery channel fragmentation,” and nothing in this retail sector is growing faster than than the low-end. In a reflection of the slow recovery, dollar and convenience stores accounted four in five new food retailers that opened since 2013.
The Millennials Balancing Their Parents’ Job Searches With Their Own
This represents a generational role reversal, prodded perhaps by labor-market forces that favor younger workers over older ones. Although the jobless ratedropped below 5 percent last month, figures specific to older workers tell a different story. A recent study found that 55 percent of Americans over 50 plan to work past the age of 65, primarily because they cannot afford to retire sooner. And, as of December 2014, job-seekers over the age of 55 had been unemployed for an average of 54.3 weeks, nearly twice as long as their younger counterparts.
Applying Supply Chain Management to Deliver Faster with Higher Quality
DevOps loves Deming… Agile has its roots in Deming, as does Lean, and does DevOps… as does TQM and SixSigma… This is just a fuller embrace of what DevOps already loves in Deming.
More specifically to development, Lean introduced the 8 types of Waste and culture to manage and reduce waste which comes at the cost of delivering code, delivering value, and pleasing/delighting your customers. Software supply chains introduced an unmeasured – and therefore unmanaged – form of waste. Managing out elective re-work can massively improve developer productivity. A Fortune 100 insurance company achieved a 20% boost in developer productivity in the 1st year.
For Operations, using higher quality projects can reduce service interruptions – as can avoiding elective attack surface of older and known vulnerable versions of otherwise high quality projects. Further, using fewer total versions of the projects you’ve chosen can reduce operational variance in production – improving quality of service delivered.
Let’s also not forget that the same choices improve security with fewer incidents due to entirely avoidable, elective risk and attack surface. Further, when unavoidable attacks rear their heads, the tracking of which libraries went where (with versions) enable a significantly faster MTTI/MTTR (Mean-Time-To-Identify and Mean-Time-To-Remediate).
Honeywell International Inc. said today it will acquire material handling automation provider Intelligrated Systems Inc. from its private equity owner for $1.5 billion, triggering a second wave of consolidation in the material-handling sector just two weeks after rival systems integrator Dematic Corp. was sold.
Although the 27-year-old organization is still firmly rooted in traditional aspects of distribution, procurement and transportation, research efforts also focus on newer topics such as demand-driven supply networks, human behavior modeling and low-cost country sourcing.
APQC defines procure-to-pay cycle time as the time required in days to pay suppliers, starting from the time that the purchase order is placed until the time that payment is made to the supplier (e.g. procure-to-pay processing time). As shown in Figure 1, research from APQC’s Open Standards Benchmarking in procurement shows that top performing organizations have shorter procure-to-pay cycle times. Top performers have a procure-to-pay cycle time of two months, whereas bottom performers have a cycle time of about a month and a half. At the median organizations have a cycle time of 25 days to pay suppliers, or 11 days longer than top performers. However, organizations at the median have a procure-to-pay cycle time that is almost 3 week less than bottom performers.
Can Vendor Scorecards Cut Down on IT Project Failures?
Besides providing performance feedback during a large project, the scorecards also are expected to be a way for the state to take into account previous performance in future procurements, something that has been difficult to do in the past because evaluations were based on requirements built into the procurement vehicles. “We had no systemic way of measuring performance and taking it into account,” Ramos said. “We saw that as a gap.”
AI Will not Save Procurement … It Will Only Hasten its Demise
An AI can detect the presence of risk indicators that you have defined against known risks, it cannot identify risk indicators for unknown risks. If the algorithm doesn’t understand that a tsunami is a risk because it can damage harbours and destroy coastal plants, the risk will not be identified until it discovers a news story about how the supplier plant had to shut down. And if it does not understand that legal proceedings can bankrupt a small company, it could overlook a filing with the potential to bankrupt the supplier. If the supplier was strategic, that is something the organization would want to know about immediately.
Smart contracts are the digital equivalent of the pen-and-paper kind which, even today, are the gatekeepers to major business relationships. Smart contracts work by executing themselves automatically under a given set of conditions, which are pre-programmed into the software that supports them. In the case of DAO, funds will be transferred based on a majority vote, which itself is executed by digital signatures. Slock.it is the company behind DAO’s smart contract infrastructure.
The issue is one of control. There is potential for smart contracts to put buyer-supplier relationships under significant strain if, for instance, a dispute occurs and adequate consideration has not been given to the process for dealing with this in the digital setting. In computer-to-computer purchasing, for example, with which party does the burden of proof sit? The recent and public SWIFT-Bangladesh Bank saga has already showcased the extent of the tensions caused by disagreements over who’s system is at fault.
Another differentiating characteristic about millennials is that they are not as interested as previous generations in climbing the traditional career ladder, going from a junior buyer to a senior buyer, to a manager and on to procurement director, Peck said. They can be happy with lateral career moves that spark change in their daily routine or challenge them in a new way.
Career training, too, is highly valued among millennials — something Peck pointed out was a huge positive for procurement and supply chain organizations. In her experience, Peck said it can be “like pulling teeth” to encourage other generations of employees to take training courses or continue their education. With millennials, however, this isn’t a problem.
At ROYCE, we’ve been burned in the past because we were so starstruck that a luxury department store actually chose us that it blinded us from the far-reaching implications of that order. No one was asking the important questions — What’s their credit history? What are the logistics chargebacks? What the hell is a “loyalty discount?” (Side note: I will never forget the time that a prestigious UK retailer gave us a significant PO, only to subtly mention in the fine print that there were 21 percent off worth of discounts and co-op advertising costs, after already succumbing to aggressively discounted landed costs!) There’s nothing more anticlimactic than landing a career deal, only to meekly utter “thanks, but no thanks.”
“The new CISO is more the CIRO (chief information risk officer) tasked with managing risk to data and technology,” said Dawn-Marie Hutchinson, executive director in the Office of the CISO at Optiv.
“Five years ago, the role was buried many layers down in the organization, if it existed at all,” she said. “Today, the CISO is a business leader.”
Diedre Diamond, founder and CEO of CyberSN, speaking at the recent SOURCE Boston conference, offered three other reasons: Lack of understanding of the role, lack of advancement potential and unhappiness with leadership or company culture.