Last month, I finished my email series discussing my supply chain digitization journey. Moving forward, I will continue sharing my experiences in managing $3.5 billion in indirect spend. Today, I will open up discussing Supply Chain Risk.
Over the last several weeks, I have talked about my supply chain digitization journey while managing a multi-billion-dollar procurement organization for one of the largest retailers in the US. Over a period of several years, we developed a platform that provided continuous intelligence, advanced analytics, and outcome analysis for our supply chain.
Outcome Analysis Last week, we touched on Advanced Analytics and the need to share supply chain status information with the broader stakeholder group in a clear, useful, predictive and actionable form. We achieved this through developing stakeholder specific modules. Importance of getting my purchases onsite [Read More]
Advanced Analytics Last week, we discussed Continuous Intelligence. When embarking on digitizing your supply chain, a first step is to shift responsibility for communicating current order status onto the suppliers resulting in the collection of real-time, actionable information for the business. Sharing data throughout the [Read More]
Continuous Intelligence Last week, we shared the components of a digitized supply chain. These are: Continuous Intelligence Advanced Analytics Outcome Analysis Collaborative Responses Unpacking Continuous Intelligence Today, we're going to unpack the idea of Continuous Intelligence. Prior to digitizing the supply chain, there's a lot [Read More]
Managing Supply Chain Resiliency This note is the first in a series where Hal Capshaw will share his experiences leading a multi-billion-dollar procurement team. Lessons from Covid-19 One of the most important lessons of Covid-19 on the supply chain professional is the need to access [Read More]
Introducing Lumatrak's Newest Team Member Hal Capshaw recently joined Lumatrak after spending over a decade leading the procurement team supporting the real estate division of one of the largest retailers in the country. Hal was responsible for $3 billion in spend across operational supplies, merchandise [Read More]
Understanding the Value of Using 3PL for GNFR 3PL organizing their facility to service a retailer's ever changing needs. Third-party logistics services (3PLs) are often used by big companies for nearly all of their logistics needs. However, 3PLs today have taken on a lot more [Read More]
Understanding the Importance of Controlling Supplier and 3PL On-Time Delivery for Indirect Spend Controlling On-Time Delivery (OTD) of GNFR purchases is a major means to protect and safeguard the enterprise’s valuable capital. Late deliveries and failures to deliver can negatively impact operations and prevent the [Read More]
Understanding the Difference Between P2P and On-Time Delivery Control for Indirect Spend P2P (Purchase-to-Pay) and On-Time Delivery Control systems are often mistaken as being identical, but in fact, they are fundamentally different. P2P is the financial processes connecting purchasing to invoice settlement whereas On-Time Delivery [Read More]