Supply Chain Management and Logistics Blog. Posts are about end-to-end supply chain management and logistics in a time of challenging disruption.
Tom provides leading supply chain management and logistics consulting and advisory assistance based on real-world experience.
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The Supply Chain that began 20+ years ago was not designed for what is expected now. SCM has been elevated to a strategy level. Transform or fall behind and be left behind. This applies to retailers and manufacturers. It is moving beyond e-commerce and across industries.
Improving Supply Chain Velocity and its Inventory Velocity includes these 2 actions: 1) segment & prioritize the supply chain and 2) identify bottlenecks/flow limiters.
Store e-commerce fulfillment. Riddle me this, for starters. Labor and cost to do it? Same employees who provide In Store Experience? Shipping supplies? Inventory store restock and system replenish in multilevel supply chain? Versus Supply Chain Duality for channels?
A challenge with Supply Chain Complexity is integrating all the participants upstream and down and inhouse and the inherent complications with process and technology. This can mean gaps in process and blind spots in technology--and problems with control. SCM
Supply Chain Technology is really about multiple Supply Chain technologies and integration. To prevent blind spots in needed visibility and control. That can require the cloud.
We are entering a conflict after years of cheap logistics and transportation services. A new reality across industries and logistics sector. It may be time for manufacturers and retailers to pay up for putting logistics costs ahead of Supply Chain performance.
Manufacturers and retailers need to transform their Supply Chains to drive the new selling reality. Logistics providers need strategy. Develop and implement where they should be in 5 years, not just where they should be now. Delay is very bad. Competitive Differentiation.
Manufacturers who watch what Amazon is doing in e-commerce and say it does not apply to us are missing the point. Order Delivery Velocity is moving across industries and the world as customers demand faster service and Perfect Orders. The die is cast.
September 16, 2018 / 10:35 PM / Updated 4 hours ago
Musk says Tesla now in 'delivery logistics hell'
2 Min Read
(Reuters) - The focus on Tesla Inc’s (TSLA.O) battle to ramp up production swung to concerns over logistics and distribution on Monday, after Chief Executive Officer Elon Musk acknowledged there were delivery bottlenecks and promised to swiftly iron out the delays.
"Sorry, we've gone from production hell to delivery logistics hell, but this problem is far more tractable," Musk said in a tweet here on Sunday, in response to a customer complaint on delivery delay.
“We’re making rapid progress. Should be solved shortly.”
The 47-year-old billionaire, who earlier this month faced investor ire over smoking marijuana on a live web show, has indicated in the past that Tesla’s customers may face a longer response time because of a significant increase in vehicle delivery volume in North America.
Tesla’s ability to deliver on production targets has weighed on its stock in the past, and the company has been working to iron out bumps after failing to meet production targets for its Model 3 sedans.
The company has eliminated some color options for its cars to streamline operations to ramp up production.
Musk also tweeted on Sunday that Tesla would bring most collision repairs in-house, saying owners were experiencing excessive wait times at body shops.
FILE PHOTO: Tesla Motors CEO Elon Musk speaks during the National Governors Association Summer Meeting in Providence, Rhode Island, U.S., July 15, 2017. REUTERS/Brian Snyder/File Photo
Separately, aspiring rival Lucid Motors announced a $1 billion investment on Monday from Saudi Arabian sovereign wealth fund PIF.
Earlier this year, PIF built a stake of just under 5 percent in Tesla by snapping up shares in the open market, rather than acquiring newly issued shares.
Tesla’s shares were down nearly 1 percent at $292.76.
