Tag: supply chain

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A Hurricane and the Port Workers Strike Force Conversation About Business Resilience and Continuity

Hurricane Helene is one of the biggest storms to have hit the Gulf Coast in years. An analysis done by a scientist at Colorado State University, Helene was larger than almost every storm that has hit the gulf since 1988. Only Opal and Irma were bigger than Helene. The toll in life and property is not small, nor is the disruption of services. There are troubles enough getting help and supplies to impacted areas, so the focus on doing everyday business just isn’t a thing.

To make matters worse, there is a strike going on right now. A big strike that is already impacting supply chains nationwide, and things will only get more strained the longer it lasts.

“The 2024 United States port strike is a labor strike involving over 45,000 port workers who are part of the International Longshoremen’s Association (ILA), impacting 36 ports across the United States primarily along the East Coast and the Gulf Coast.” (Wikipedia)

While there are many people currently facing larger life issues, the entire nation is forced to consider what happens now, and if they weren’t directly impacted by these events, what would they do if they were? It is a bit of a wake-up call for many business owners, because business interruptions can come from all angles, and it is always best to have made at least some attempt at a set of plans for when things happen.

One critical type of plan is about making the business more resilient and better able to recover or adapt. It’s a broad strategic plan that focuses on overcoming unexpected disruptions and adapting to changing conditions or circumstances. This includes addressing business continuity, which is about how operations may be maintained during a crisis. Business continuity planning is part of what makes a business resilient.

The Importance of Business Resiliency

Business resiliency has become a critical factor for success. In today’s rapidly changing world, the ability to stand up to or quickly recover from disruptions is no longer a luxury but an imperative. Resilience means being able to adapt to changes and challenges swiftly, maintaining continuity and minimizing losses. Customers want reliability, so a business that can continue to deliver products and services despite disruptions will build trust and loyalty, leading to long-term relationships and a strong reputation.

A resilient business will have contingency plans for finances, creating buffers to mitigate the impacts of short-term shocks so investments in long-term growth continue. Also, where competitors may struggle to cope, resilient companies may not simply continue to operate but even capitalize on new opportunities that arise from the changing landscape. When a business is prepared for disruptions, it can focus on growth and innovation rather than mere survival.

Technology plays a big role in developing resilience. Cloud solutions can ensure data is backed up and accessible from anywhere, cybersecurity solutions help protect businesses from cyber threats, and automation technologies streamline operations while reducing dependency on manual processes.

Prioritizing resiliency is crucial for small businesses to navigate uncertainties and thrive.

Mendelson Consulting and Noobeh cloud services help businesses of all sizes improve their agility, streamline operations and implement the technologies and services necessary to shore up business and operational continuity and improve overall resilience.

jm bunny feetMake Sense?

J

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Data Gets Lonely When It’s Isolated

EDI Helps Manufacturers Increase Efficiency and Improve Profitability

More efficient processes yield more revenue, it’s that simple. Imagine being able to seamlessly integrate data across the entire supply chain and then imagine how that integration could increase the efficiency and deliver more revenue to each link in the chain.

Every manufacturing CEO wants to increase operational efficiency and lower costs, helping to boost revenues and improve profitability. Yet there is an area which has often been overlooked by businesses, and this is the area of B2B integration. While some methods have delivered degrees of success, broad-based solutions remain elusive to many.

The problem is in the number and types of data sources a manufacturer deals with on a regular basis. With a network of partners and suppliers, each using their own data formats and transfer methods, the volume and variety of information flowing can be overwhelming. The result is siloed data, increased pressure on information technology and management resources, disconnected workflows and slower processes.

IDC’s Manufacturing Insights’ webcast IDC FutureScape: Worldwide Manufacturing Predictions once suggested that nearly 30% of manufacturers would make significant investments toward increasing visibility and analysis of information exchange and business processes, within the company and with partners. That was in 2015. Today, data integration and process improvements continue at a fevered pace as technology is helping businesses gain new data that brings new insight and sparks change.

The integration of Electronic Data Interchange (EDI) is a fundamental first step in improving how a business works with trading partners as well as internally. EDI has been around for many years and refers to the transfer of structured data between two organizations or “trading partners” using a set of standards that define common information formats to facilitate the exchange. By adhering to the same standards, two different organizations can electronically exchange documents (POs, invoices, shipping notices etc), seamlessly and regardless of geographic location.

Simplifying business processes, reducing operating costs, increasing end-to-end visibility, reducing errors, and speeding up operations and responsiveness… these are the many benefits to be experienced when EDI and non-EDI information streams are processed in the same manner when it comes visibility, exception-handling, notifications, role-based access etc.

Unfortunately, not all trading partners use EDI (or implement it in the same manner). To get their documents into a usable format, manufacturers find themselves using manual processes or writing custom scripts. Either way, it means that documents are flowing through entirely different processes for EDI and non-EDI business partners, which significantly complicates matters and adds unexpected costs and complications. Addressing this is one of the reasons why modern manufacturers are finding an increased need for connecting with organizations like Mendelson Consulting who can help identify and address situations that out-of-the-box EDI does not.

The pressure is mounting for manufacturers to produce more with less resources. Mendelson Consulting understands what makes EDI complicated and has the experience and expertise to help growing enterprises overcome challenges in design and implementation, making broader integration possible and greater improvement achievable.

jm bunny feetMake Sense?

J

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Direct-to-Consumer Causing Manufacturing Logistics Issues

Manufacturers have traditionally been positioned as a link in the long chain of supply. Somewhere between raw materials and finished products is where the manufacturer exists, transforming the materials into products that can be resold via distributors and wholesalers.

The supply chain was linear and relatively predictable, but that is all changing. With the introduction of broad internet connectivity, web-based services, large e-commerce platforms and increasingly innovative and competitive new logistics players, the supply chain is becoming a spiderweb of connectivity and communication, with linear approaches out the window and, to some extent, predictability along with it.

The economy we have today is an environment where customers demand more direct and personal approaches, and producers are being forced to find ways to accommodate. With the huge e-commerce platforms like Amazon and Alibaba, along with more direct-to-consumer channels, manufacturers are being turned into direct-to-consumer suppliers. Acting as drop shippers for the seller, the manufacturer isn’t shipping bulk or volume to distributors or wholesalers but smaller shipments direct to the consumer.

Many retail stores have now become more fulfillment locations than the place where the customer buys. This is causing tremendous change in logistics tools and approaches because the size of shipments is becoming smaller while the number of deliveries – and delivery locations – is only increasing.

Customers can go right to the brand’s website and buy direct, driving increased focus on building brand value and improving the overall customer experience. With the demand from consumers for flexibility in how and where they buy, retailers have shifted their approaches to bring e-commerce into the brick-and-mortar stores. This is where online and offline sales channels come together, creating pressure in ordering and fulfillment systems to offer the flexibility and experience consumers want.

While this converged channel model requires businesses to make new and continued investments in e-commerce and digital solutions to enable the flow of orders and information, it also delivers several potential benefits to the business, including the ability to better manage growing customer expectations, better compete in the digital marketplace, and address disruptions in the supply chain by having alternative options.

Delivering the goods has always been an operational challenge, with success often measured in performance and cost. Today’s marketplace requires more agility and flexibility, which means the role of supply chain managers is more strategic than ever. Simple logistics now has a direct impact on the customer’s decision to buy now, as well as buying again later.

jm bunny feetMake Sense?

J

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Finance Department Participation in Supply Chain Management

When most businesses approach Supply Chain Management, the focus is on the item or product – the physical thing that ultimately gets delivered somewhere, somehow. What many businesses do not consider is that the orchestration and timing of “supply chain” activities can have significant impacts on financial performance, reporting and cash flow. The current processes could just be working just “okay”, and not delivering the financial benefit that might be obtained through modernization of technologies and transformations in approaches. The key is to get the right people involved.

One big aspect of seeking to integrate electronic commerce and collaboration with customers, suppliers and payment services is the recognition that supply chain activities involving orders, invoices, payments, and remittances are directly related to finances, revenue recognition and cash management.

For any project to be successful, it should include execs from both the supply chain and finance areas so that all concerns relating to event timing may be addressed to allow proper treatment in the financial statements. After all, the same things that trigger supply chain activities (orders etc) are the same documents which drive finance. When the information is accurate and timely, and when the inefficient manual processes can be replaced with electronic workflows, the business is best positioned to improve cash flow and overall financial performance as well as business value.

Unfortunately, few business owners have a real understanding of the costs associated with manual entry activities and how the direct financial impacts they have. The speed and accuracy of processing orders and invoicing customers means faster cash in, and leveraging the speed of electronic data interchange with suppliers so that “just in time” orders may be placed and logistics processes more fully enabled means cash out when necessary and not ahead of time.

“… using a digital transaction for payments allowed [businesses] to hold on to cash longer and better control the timing of the release of funds, something more difficult to control when mailing a physical check. Check fraud remains rampant across many industries. According to an AFP payment fraud and control survey, 70% of U.S. organizations reported check fraud in 2019, responsible for more than $18 billion in losses.” –

source: What Every CFO Needs to Know About Supply Chains; Study published by DiCentral and Lehigh University; 2012

For example, there are many studies which show that purchase orders that are not sent digitally are most often manually processed, and that this manual processing may be done by any number of departments in the company – but most often the job falls to finance. Rather than looking to eliminate the manual entry of data and the errors and delays that come along with it, businesses execs first looked to where the lowest labor cost rests and had them handle the extra data input.

A digital strategy that transforms inefficient manual process into efficient electronic workflows is the better solution. While many companies have approached streamlining of activities by exchanging manual entry operations for data file formatting and imports, they still have not solved the problem as would be with an integration that takes even less human time and effort.

The real goal of any business improvement effort is to improve overall business value. By bringing in finance along with supply chain execs to the “digital transformation” discussion, the business is much better positioned to make real progress in areas that directly impact cash performance as well as long-term business value. It comes down to having all the information and being able to weigh the risks against the potential rewards to be gained from the contemplated changes.

jm bunny feetMake Sense?

J

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It’s Not Easy Being Small – Thoughts on the Disruption and Rethinking Business Priorities

The global pandemic has been the source of disruption to business and personal lives for over a year now and businesses have found that, regardless of the challenges they face, business must continue.

With operations and supply chains strained and positive cash flow at a premium, companies everywhere are focusing on the fundamentals while enabling work-from-home and distancing mandates. COVID-19 has, in many ways, become the event that is forcing many businesses (and entire industries!) to rethink how they operate, and to look to transform their global supply chain models.

A fact that can’t be argued with is that the pandemic has exposed where many businesses are vulnerable, being heavily dependent on supplies of raw materials or finished products that are no longer readily available.

What’s also been exposed is the lack of agility in business I.T. infrastructure, as operations struggle to find ways of continuing operations with reduced personnel or users working from various locations and finding that their systems aren’t really helping in those efforts.

“Supporting small manufacturers has probably never been more important that it is now”, said a panelist at the “National Conversation with Manufacturers” session hosted by the National Institute of Standards and Technology’s Hollings Manufacturing Extension Partnership (NIST MEP). While larger companies are certainly impacted by what’s happened this year, small manufacturers face the challenge of running a company with a smaller available base of resources, technology and supporting tools.

“The conversation’s participants represented very small manufacturing companies with fewer than 20 workers. They all recounted a mad scramble over the past six months. First, they had to figure out whether their operations were essential enough to stay open under their state-mandated shutdown orders.

Then began the efforts to keep their workers safe, implement cleaning regimens, source protective materials, respond to public health protocols that evolved during the pandemic, determine what emergency support they qualified for, and go through the steps to access funds. All of this was being done with a small staff that needed also to continue getting product out and deal with obstacles to normal operations. Hurdles included delays and disarray in the supply chain, disruption in cash flow, with both account receivable extensions and overnight changes in credit terms, shipping impediments and customers still expecting on-time deliveries.”

https://www.nist.gov/blogs/manufacturing-innovation-blog/sometimes-its-not-easy-being-small-manufacturer?utm_medium=email&utm_source=marketingcloud&utm_campaign=

To add to the troubles, disruptions in global trade with China have created significant impact in supply chains worldwide. Companies who rely on direct and secondary suppliers in China are currently experiencing significant disruption, and this is likely to continue. But it isn’t just China… countries around the globe are experiencing challenges with having enough personnel, materials and technology to deliver their goods.

For so many years, businesses have focused on optimizing their supply chains to minimize costs, reduce inventories, and increase asset utilization. This streamlining has also removed the buffers and the flexibility to absorb disruption. COVID-19 has shown that many companies aren’t aware of their vulnerability when supply chains suffer from a global shock of some type.

So, how can organizations respond to the immediate challenge?

There are steps that businesses can take to help address the changing conditions facing businesses today, and a major item that should be addressed is the alignment of IT systems and support to evolving work requirements. Further, enhancements in operational systems should be made to illuminate the extended supply network and enhance inbound materials visibility, and a new focus on production scheduling agility as well as evaluating alternative outbound logistics options should be approached.

NOOBEH’s cloud solutions have been the foundation for business continuity and operational support throughout these difficult times.

We’ve helped companies around the country implement Microsoft Azure cloud servers where they are able to run their entire operations. From order entry, manufacturing, inventory management, pack and ship, and through to accounting and finance – businesses run their applications, integrations and services that allow them to keep the business operating even with reduced personnel or as their users are forced to work from home. OneDrive and SharePoint file storage, and TEAMS for closer collaboration and simplified access to information, helps hybrid working models and distributed workgroups stay in step with projects and business goals.

As a Microsoft Cloud Solution Provider, Mendelson Consulting and NOOBEH provide and administer Microsoft 365 and Azure services, enabling us to more closely manage the licensing and computing platform to make sure it works in the best possible way for your business. With NOOBEH managing your services, you get predictable performance at predictable costs, allowing your business to operate without interruption or subscription overages.

As the past year has proven, life is unpredictable. Let Mendelson Consulting and NOOBEH help your business implement the cloud services and technologies that will give your organization the ability to adjust to changing conditions because you’ll have the most agile IT platform available.

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