Recently when I was walking through raw material warehouse at a manufacturing facility, I was reminded of the famous verse from “The Rime of Ancient Mariner”, which I had read over 30 years back;

Water, water, everywhere,
And all the boards did shrink;
Water, water, ever where,
Nor any drop to drink

I could metaphorically relate this to the filling of warehouses with bloated inventory while encountering production stoppages due to non-availability of parts.

Recently, Digital Supply Chain magazine reported that while new technologies are critical, they are not the only requirements for an advanced demand-driven supply chain, according to experts at The Boston Consulting Group.

-Only when Combined with Driver Based Metrics, Information Sharing and Visibility

A new white paper offered through Supply Chain Management Review suggests that a product begins its life with maximum profit potential during the manufacturing process. But as that product moves through an increasingly complex, global supply chain, excess time and handling costs erode its profit.  The author continues to point out that the average supply chain has become segmented, with different groups managing different phases of the product lifecycle in isolation. While this may add functional efficiency in specific areas, I feel the lack of a coordinated approach creates a less efficient supply chain overall. A more holistic, synchronized approach to managing logistics and related supply chain services throughout a product’s lifecycle is better suited to today’s companies. 

Every day I walk through the lobby of Ultriva and pass a table laden with the latest Supply Chain Magazines. When I open my inbox, I am swamped with many more email notifications for supply chain and manufacturing news from magazines online. So for an article to resonate with me, it must speak to an issue relevant to Ultriva, particularly one that we solve.

As director of engineering at Ultriva, I constantly see new requests for our Supply Chain Management Software. Clients ask how is the best way to accommodate the business rules for shipments and scheduling. I love getting these requests because we can accommodate the customer without writing custom programs. Let me explain.

As part of my marketing job with Ultriva, I get to peruse the headlines for manufacturing news. I happened to notice the roster of Manufacturing Day 2013 sponsors recently added four more key support organizations. The Precision Metalforming Association (PMA) and the Association for Manufacturing Technology (AMT) are both joining, along with Women in Manufacturing (WIM) and the Precision Machined Products Association (PMPA). That is great news for the backers of Manufacturing Day, now in its second year.

Material Handling Industry (MHI), the leading trade association for the material handling, logistics and supply chain industry, recently reported that when it comes to supply chain risk, firms need to peel the onion past their tier-one suppliers to get the complete picture. Referencing a recent study by Resilinc Corp., leading global supply chains have become dependent on the same small group of sub-tier suppliers – concentrating risk and increasing the potential for supply chain disruptions.

Start with Customer Relationship Management

Late last week, the Manufacturing & Technology eJournal report the following headline: American Women Vote Trane as Best Air Conditioning and Heating Brand for the Home.  This was the second consecutive Women's Choice Award Seal of Recommendation that Trane, a leading global provider of indoor comfort systems and solutions and a brand of Ingersoll Rand (NYSE: IR), was awarded. In a national survey among more than 5,000 women who were asked to select the brands they would most highly recommend to others, and Trane came out on top.

Kanban is at the core of many solutions, including Ultriva.  That tells only a small part of the story which is about solutions that enhance the process and automates them across the value chain.  Beyond kanban is an execution platform which sets up the pull process from the point of consumption to point of production.  It means scheduling the production based on actual demand, real orders or pull signals.