Reimagining Digital Supply Chains – creating value across organizations

whitePaper | September 1, 2022

A tale as old as industrialization itself. The former driven by producers, the latter by consumers. Every business is subject to the supply and demand paradigm, but manufacturing organizations in particular, since they determine the supply side of the equation. When we talk about “demand,” we are talking about the quantity of a specific good or service that consumers are willing and able to purchase during a given period of time. When we talk about “supply,” we are talking about the quantity of that specific good or service that is available to consumers.

whitePaper | September 2, 2022

The global supply chain crisis exposes industry vulnerabilities and critical U.S. infrastructure shortcomings. A key link in that frozen chain is the U.S. freight industry. An innovative digital payments solution for trucking companies could break the ice.

whitePaper | December 17, 2019

Life sciences supply chain challenges include demand and supply uncertainty. Market complexity and regulatory restrictions. Mergers and acquisitions. Pricing pressures. And the need for new life sciences supply chain capabilities driven by mass customization and faster new product introductions. Having the right products at the right place at the right time can literally mean the difference between life and death.

whitePaper | November 30, 2022

The International Transport Forum is an intergovernmental organisation with 64 member countries. It acts as a think tank for transport policy and organises the Annual Summit of transport ministers. ITF is the only global body that covers all transport modes. The ITF is politically autonomous and administratively integrated with the OECD. The ITF works for transport policies that improve people’s lives. Our mission is to foster a deeper understanding of the role of transport in economic growth, environmental sustainability and social inclusion and to raise the public profile of transport policy.

whitePaper | February 10, 2022

In logistics operations, the commitment to safety is all too often like the half-hearted embrace we give to an older aunt we occasionally see at family gatherings. We do it because we have to and it’s expected. But we’re not giving safety the full-on bear hug it deserves.

whitePaper | May 17, 2022

Effectively managing the delivery of ore through the “pit-to-port operations” from the mining pit, through the plant, to the port where it is loaded onto a ship is a difficult task. It involves the management of discrete teams from the mining operation, plant operations, loading hauling, rail, port operations, marketing, and shipping. Most of these teams are driven by key performance indicators (KPIs) that focus on the group's performance that in some cases is not aligned to the overall efficient pit-to-port operation. For instance, the objective of minimising rehandling cost at the run of mine (ROM) could impact final product quality when loaded onto a ship. For efficient and effective pit-to-port operations it is important to effectively balance the trade-off between each groups operations to maximise profit whilst minimising risk.