July 17, 2015
Manufacturers know they need to make their supply chains as lean and efficient as possible, but it can be hard to know where to start and what to prioritize. I had the opportunity to discuss supply chain optimization with Brooks Bentz, the president of Supply Chain Consulting Services at Transplace. He gave insight on best practices and obstacles to avoid, as well as how to measure supply chain success, how to combat tightening capacity and how to automate operations.

July 14, 2015
The relationship between a shipper and a logistics provider often starts as a transactional process. The shipper has an immediate need, which leads to a Request for Proposal (RFP) or Request for Quote (RFQ) process then ultimately selects a third-party logistics (3PL) supplier to execute on that need. It’s a routine industry practice that can yield immediate and significant results. Unfortunately, the focus on executing the terms of the contract can lead to a danger that the relationship never quite advances to a more strategic level.

July 14, 2015
Logistics as a business concept evolved in the early 1960’s
with the dawn of increased complexity concerning
supply chain processes. It is an integral fraction of
supply chain management and cannot be shunned by
industries. The traditional methods of logistics that involve
analyzing and tracking inventories fail to comply with the
requirements of the present day industry operations. With
the introduction of GPS (Global Positioning System) and the
Cloud, logistics operations have become incredibly user-friendly,
helping businesses to proficiently monitor and
keep a track of their business activities

July 9, 2015
Reverse logistics can represent a significant chunk of supply chain cost, and it’s typically not very well managed, it’s time to manage reverse as an integral part of supply chain management. By Brooks Bentz

July 7, 2015
Throughout history, circus and carnival strongmen have broken chains in their shows as an ultimate demonstration of power. Indeed, chains are strong devices that aren’t broken easily, and certainly not without a lot of effort. Yet there’s also a famous proverb: “A chain is only as strong as its weakest link.” In the food retailing industry, retailers and manufacturers alike have been challenged recently with their own weak links — areas that threaten to bring dissatisfaction, or, at the worst, harm, to consumers, and also directly block their paths to profitability and growth. Factors such as food safety, competition, the growth of online retailing, and headaches in transportation and logistics are perplexing supply chain executives more than ever before. Luckily, the industry’s leading trade groups are keeping these issues top of mind to help the industry manage conflict as best it can. Yet CEOs and other leading executives have a major role to play in pinpointing their weakest links and managing risk before their supply chains experience major disruptions. In fact, sometimes the most vulnerable areas reveal themselves in the forms of poor communication and execution, or inexperienced management. Progressive Grocer spoke with several executives in the trenches of the grocery supply chain, while also examining the new “State of the Retail Supply Chain” report published by the Arlington, Va.-based Retail Industry Leaders Association (RILA), to get a better sense of the weakest links. Here are the five that came up time and time again. - See more at: http://www.progressivegrocer.com/%25cat%25weakest-links#sthash.0NOWAa1A.dpuf