Sistemas de pontos de comércio kewill

Sistemas de pontos de comércio Kewill
Trabalhar na Barfield está trabalhando para um grupo internacional com uma dimensão humana: sua organização permite autonomia, iniciativa e espírito de equipe.
Sua integração dentro do Barfield.
Na Barfield, tudo é feito para acompanhar seus primeiros passos na empresa, graças a um plano de integração coordenado pelo vice-presidente de Recursos Humanos e pelo gerente do departamento. Seja qual for a descrição do seu trabalho ou o seu site, uma integração bem-sucedida é baseada em quatro pilares:
O entendimento da estratégia do Grupo AFI KLM E & M e como essa estratégia é traduzida para Barfield nas Américas, Entendimento da característica transversal de sua linha de produtos (Serviços Adaptativos, Equipamentos de Teste de Distribuição e Suporte Terrestre) ou seu departamento ( Vendas e Marketing, Recursos Humanos, Comunicação, Qualidade, TI, etc.), Conhecendo todos os campos da profissão, A compreensão e apropriação de suas atribuições.
Gestão orientada para resultados, no centro da política de Recursos Humanos da Barfield.
Assim que você chegar, os objetivos individuais relacionados às suas atribuições serão definidos pelo seu gerente. Eles são definidos de acordo com os objetivos do grupo de seu departamento e gerente. Seu desempenho, assim como a empresa, depende do alcance desses objetivos.
Você, portanto, tem seu papel a desempenhar no sucesso do grupo. Para alcançar seus objetivos, seu gerente lhe dará a quantidade necessária de autonomia e apoio por meio de reuniões regulares e uma avaliação individual anual.
Treinamento, um elemento-chave para o Barfield.
Permitir que seus funcionários desenvolvam suas habilidades para crescer junto com a tecnologia é essencial no setor de manutenção aeronáutica. A Barfield está plenamente ciente disso e dispõe de sua própria atividade de treinamento, treinamento em Barfield, bem como sua rede de equipes de treinamento, que treinam os colegas do grupo e possibilitam que eles obtenham suas qualificações aeronáuticas (Boeing, Airbus, etc.). . É também uma referência na profissão, pois nossas entidades treinam técnicos em todo o mundo.
Crescer com a Barfield também traz a oportunidade de desenvolver habilidades de gerenciamento de projetos internacionais: todos os anos, muitos colegas são enviados ao exterior para o gerenciamento de projetos, diretamente com nossos clientes ou dentro de centros de manutenção. O treinamento é um elemento-chave, não hesite em entrar em contato com o gerente de RH para saber mais sobre possíveis oportunidades de treinamento.
Identificar talentos e acompanhá-los em seu desenvolvimento é essencial para a empresa e para o futuro do grupo.
Todos os anos, a Barfield oferece a muitos funcionários talentosos a possibilidade de assumir novas responsabilidades. A promoção interna é um valor forte e a Barfield segue essa política para melhorar o conhecimento de suas áreas de especialização e detectar talentos gerenciais.
Estágio
Temos um Programa de Estágio para aqueles que estão buscando um diploma universitário nos seguintes campos: Vendas & amp; Marketing, TI, Engenharia, Finanças, Compras e Recursos Humanos.
O Programa de Estágio é baseado em uma "avaliação de necessidades", feita por cada um desses departamentos no último trimestre do ano. Em alguns casos, alguns departamentos podem não precisar de um estagiário para esse determinado ano.
Requisitos para ser um estagiário:
Você deve estar no seu penúltimo ano Trabalhe pelo menos 6 horas por dia Trabalhe 5 dias por semana 6 a 12 meses Estágio somente.
Se você estiver interessado, por favor preencha o formulário apropriado.
Barfield, um empregador de oportunidades iguais.
As pessoas são a pedra angular do nosso negócio. Todos os candidatos qualificados receberão consideração por emprego sem considerar raça, cor, sexo, orientação sexual, identidade de gênero, religião, nacionalidade, deficiência, status de veterano ou outro status legalmente protegido. O objetivo da política é obter pessoas qualificadas ou capacitadas para cargos em virtude de padrões de educação, treinamento, experiência e outras qualificações relacionadas e válidas relacionadas ao cargo. Esta política é consistente com os requisitos e objetivos estabelecidos pela Ordem Executiva 11246 e todos os regulamentos federais relacionados. Uma crença básica em nossa empresa é que somos mais que uma coleção de indivíduos. Somos uma equipe, no nosso melhor, apenas quando todos os membros participam plenamente.
Barfield também está empenhada em ser um empregador de escolha. Ao fazê-lo, a empresa busca desenvolver e nutrir sua diversidade e acredita que essa diversidade fortalece a organização, estimula a criatividade, promove a troca de ideias e enriquece a vida profissional de todos os colaboradores. A Barfield está empenhada em trabalhar e fornecer acomodação razoável a candidatos com deficiências físicas e mentais.
Hoje o Barfield recebe você. A empresa valoriza suas habilidades e irá acompanhá-lo no desenvolvimento delas.
- Igualdade de oportunidades de emprego é a lei.
Se você é um indivíduo com deficiência e requer uma acomodação razoável para concluir qualquer parte do processo de inscrição, ou está limitado na capacidade ou incapacidade de acessar ou usar este processo de inscrição on-line e precisa de um método alternativo para aplicar, entre em contato com a Sissi. De La Espriella, VP-HR, em SISSI. DELAESPRIELLA@BARFIELDINC ou em 305.894-5318.
Posição Data anunciada Tipo de contrato Reparos & amp; Coordenador de Disponibilidade 05-02-2018 Full Time.
No âmbito do desenvolvimento de negócios entre a Air France Industries e seus clientes com sede nas Américas, a BL. MS decidiu implantar em Miami um Centro de Logística para apoiar com mais contratos de eficiência assinados e futuros negócios nas Américas. Uma das principais responsabilidades dessa equipe será gerenciar o fluxo de componentes do Cliente que precisam de reparos, direcionando esse fluxo para a loja relevante, seja em lojas internas ou para fornecedores externos de reparos, e para gerenciar também a disponibilidade de componentes para os Clientes. através do armazenamento local do inventário do pool.
No âmbito do desenvolvimento de negócios entre a Air France Industries e seus clientes com sede nas Américas, a BL. MS decidiu implantar em Miami um Centro de Logística para apoiar com mais contratos de eficiência assinados e futuros negócios nas Américas. Uma das principais responsabilidades dessa equipe será gerenciar o fluxo de componentes do Cliente que precisam de reparos, direcionando esse fluxo para a loja relevante, seja em lojas internas ou para fornecedores externos de reparos, e para gerenciar também a disponibilidade de componentes para os Clientes. através do armazenamento local do inventário do pool.
Certifica-se de que os materiais recebidos dos clientes fazem parte da lista contratual Realiza a entrada de mercadorias Inspeção verificar placa de dados do equipamento & amp; verifique se o componente será reparado internamente ou subcontratado Verifica se o reparo deve ser feito dentro da garantia ou não Emite as ordens de reparo e atualiza o sistema de TI em conformidade Analise o equipamento necessário e a documentação de reparo nas unidades Doremi e Gold para o seu & rsquo; oficina de reparações atribuída / OEM via FEDEX Processar etiquetas de envio Fedex para reparações de saída. Priorize as tarefas com base na urgência para garantir o nível geral de serviço e capacidade de resposta ao cliente.
Receber unidades com manutenção das instalações da Air France para reabastecimento da alocação local da piscina.
Contato diário com fornecedores para agilizar e pressionar para entregar dentro de nossos clientes & rsquo; TAT Negocia a reparação em garantia Negocia a troca padrão gratuita em caso de atraso da TAT Garante que as cotações recebidas do fornecedor estão de acordo com a tarefa solicitada Faz o controle de qualidade quando a unidade é recebida após o reparo e garante que o reparo foi feito de acordo com a tarefa solicitada Garante que toda a documentação recebida com a unidade esteja de acordo com os regulamentos Envia a unidade de volta ao cliente e atualiza o Sistema de TI.
Certifica-se de que as cotações recebidas do fornecedor estão de acordo com a tarefa solicitada Analisa e disputa discrepâncias Verifica se há exclusões a serem cobradas do cliente Aprova a cotação para o fornecedor Emite a cotação para o cliente adicionando as despesas de acordo com o contrato Um acordo é recebido do cliente, encaminha a cotação juntamente com a aprovação do departamento financeiro da AFI em Paris para o faturamento Garante que a fatura recebida do fornecedor corresponde à cotação aprovada.
Disponibilidade e entrega.
Libera parte na solicitação do cliente e de acordo com os termos e condições do contrato. Participa da manutenção de um inventário bem organizado e preciso, de acordo com os padrões e procedimentos da AFI.
Tem um contato regular com clientes ou gerentes de conta para auxiliá-los em suas necessidades Gerencia a interface entre o cliente e o fornecedor em caso de necessidade urgente ou uma solicitação AOG Inicia a disponibilidade alternativa contra o menor custo, caso a peça solicitada ainda não seja reparada satisfação do cliente.
Produz relatórios para a gerência sobre atendimento ao cliente, desempenho e custo do OEM em uma base semanal e mensal Garante comunicação confiável e feedback para os gerentes de atendimento ao cliente da AFI na França.
Melhoria Contínua de Qualidade.
Desafia os processos existentes para melhorar a qualidade, custos e atrasos. Formaliza e compartilha as melhores práticas, participa de benchmarks com outras remotas de logística da AFI.
Diploma do ensino médio e alguns faculdade preferida. Conhecimento e experiência em aviação, especialmente na indústria de componentes de aeronaves (MRO). É necessária uma experiência administrativa mínima de cinco anos. Conhecimentos básicos dos regulamentos da aviação e padrões da indústria: FAA, EASA Experiência em logística e conhecimento da regulamentação: Mercadorias perigosas, Alfândegas Fortes habilidades técnicas, incluindo conhecimento do Microsoft Windows e Office Suite, pesquisa na Internet e comunicação por e-mail. Conhecimento Sistemas de TI específicos da AFI: ASTRE, SAP, Tracking, Gold, Doremi são apreciados Idiomas: Obrigatório: Fluente Inglês Apreciada: Fluente Francês, Espanhol, Português.
O candidato deve ter excelentes habilidades relacionais e de comunicação, ser um membro da equipe com a capacidade de trabalhar sob pressão e restrições de tempo em um ambiente multicultural.
Competências identificadas para esta posição:
foco orientado para o cliente forte para detalhes, precisão e capacidade de precisão para reunir e gerenciar a resolução de problemas de informação, capacidade de habilidades básicas de negociação de iniciativa e vontade de aprender novos processos e sistemas.
O trabalho pode envolver o manuseio de componentes pesados ​​para fins de inspeção, armazenamento e despacho.
Diretor de Asset Management 05-02-2018 Full Time.
Garantir a otimização de todo o estoque para suportar todas as operações do Grupo Barfield e.
garantir a gestão dinâmica do inventário. Responsável do mestre de materiais pelo.
Escopo: todo tipo de inventário (LRU, SRU, consumíveis, consumíveis) com as Unidades de Negócio.
&touro; Otimização do inventário de LRU (ALP, Brokering)
&touro; Contribuir para o dimensionamento inicial do pool de novos programas / contratos.
&touro; Identificar inventário para passar de ALP para Corretagem.
&touro; Identifique o inventário para adicionar ao pool para reduzir o custo de troca.
&touro; Soluções de lease de desafio versus propriedade ou modelos consignados.
&touro; Identifique o inventário que precisa ser atualizado.
&touro; Participe ou conduza iniciativas para otimizar ativos nas diferentes entidades dos EUA.
e grupo mundial.
&touro; Desenvolver projetos de consignação com parceiros de estoque.
&touro; Liderar a reconciliação do inventário com os locadores.
&touro; Valide os pagamentos do arrendamento mensalmente.
&touro; Processe unidades de pool BER como esgotadas e redirecione o custo para o programa correto.
&touro; Otimização de estoque descartável, consumíveis e SRU.
&touro; Definição de lead do provisionamento inicial para suportar o desenvolvimento de novas capacidades.
&touro; Assegure a atualização freqüente dos parâmetros de reabastecimento para garantir a relevância do inventário.
&touro; Liderar a implementação de ferramentas para facilitar o dimensionamento dinâmico do consumível.
&touro; Identifique as peças a serem vendidas devido a alta cobertura, apóie a atividade de marketing do excedente.
consumíveis, fornecendo todas as informações necessárias para a equipe de vendas.
&touro; Garanta a revisão do desempenho do reparo por linhas de produtos.
&touro; Adapte o inventário a novos requisitos, como contratos de reparos ou de distribuição vencidos ou perdidos.
&touro; Manter listagens aprovadas pela PMA, exclusões de peça única, listagem crítica de LRU e min.
máximo de listagens no sistema Lokad.
&touro; Monitore a boa aplicação das recomendações de compra do Lokad pelo departamento de compras.
&touro; Solucione problemas e identifique problemas dentro do sistema de Lokad para melhorar seu.
precisão e eficiência.
&touro; Gerencie a disponibilidade de peças do consignatório de peças Air France (Mi1 M150) e mensalmente.
&touro; Execute uma verificação regular para identificar o problema a ser limpo.
&touro; Implemente o processo para garantir a criação de registros corretos.
&touro; Enriqueça o mestre de materiais com informações disponíveis para torná-lo mais relevante e útil.
(atualização de LRU FMV e custo de conserto, Assembléia mais alta para expendables)
&touro; Realize todas as análises, investigações e relatórios, conforme exigido pelas finanças ou pela gerência.
&touro; Assegure a análise do requisito de depreciação trimestral e garanta a análise conjunta com.
&touro; Assegure o relatório de inventário mensal para acompanhar todos os valores de inventário, bem como os principais.
muda através de indicadores de cascata.
&touro; Revise as vendas do comércio mensalmente para confirmar a quantidade de depreciação dos itens vendidos.
&touro; Corresponda os números do inventário com Finanças para detectar quaisquer discrepâncias.
&touro; Consolide o valor do estoque de ARO, BIC e PEL e reporte para dar ao Barfield global.
&touro; Controle de processos chave.
&touro; Valide qualquer adição de Pool ou substituição de BER, processe o cliente WO, emita BER.
unidades fora de estoque, e fornecer solicitação de compra ao departamento comercial.
&touro; Revise e desafie o pedido de troca se o programa ou negociação solicitar ajuda e decidir.
para trocar ou comprar com base no desempenho atual do pool.
&touro; Monitore a atividade de compras da unidade de negócios para garantir práticas e desempenho em.
linha com a configuração da cadeia de suprimentos.
&touro; Monitore as entradas de reparo e pedido de vendas para detectar alterações e tomar medidas antecipadas, se necessário.
&touro; Prepare com Financiar a venda de itens depreciados.
&touro; Comunique-se com a Finance em qualquer evento de inventário principal para garantir o processamento adequado como.
bem como facilitar a análise financeira.
 Priorize o WIP da oficina de reparo com base na disponibilidade imediata da piscina.
 Monitorar e desafiar Tags Amarelas (peças canibalizadas) para limitar o desperdício, fornecer um.
listagem trimestral de peças aceitas a serem criadas e adicionadas ao estoque.
 MBA ou experiência equivalente.
 Rede de empresas aéreas / MRO e Leasing.
 Princípios de gestão e administração de estoques.
 Habilidades de gerenciamento (Supervisionar um ou vários coordenadores da cadeia de suprimentos)
 Capacidade de trabalhar em um ambiente multicultural.
 Forte capacidade de comunicação.
 Compreensão de contratos complexos e redes de restrições.
 Responsável por ações.
 Alto nível de confiabilidade.
Ambiente de trabalho padrão de escritório e armazém. Algumas viagens podem ser necessárias.
COMPRADOR EXPEDITOR 31-01-2018 Tempo Integral.
A principal função da posição é obter e agilizar as peças, levando em consideração o.
precificação, lead time e quando as peças são requeridas por. O preço deve ser obtido levando em consideração.
considerando possíveis partes e fontes alternativas, o desafio será determinar qual fornecedor.
utilizar (quando não existe histórico de compras anterior) ou para encontrar uma fonte mais barata e completa.
a tarefa dentro do tempo da meta.
Ao adquirir peças, uma cotação é obtida de fornecedores ou distribuidores, atualizada no sistema e.
o pedido é criado. Depois que o pedido de compra for aprovado (dependendo do.
valor) e enviado ao fornecedor, uma confirmação deve ser recebida e atualizada no sistema com o.
EDD (Estimativa da data de entrega) nas peças e os preços devem ser verificados. Acompanhamento no.
os pedidos confirmados são necessários quando estão dentro de uma semana para chegar ao local e garantir que o fornecedor atenda.
EDD (data estimada de entrega).
A comunicação interna com as lojas e o atendimento ao cliente é crucial, assim como um bom trabalho.
relacionamento com os fornecedores.
- Garantir a chegada atempada e precisa das necessidades da W0 (ordem de trabalho), agilizando com o.
fornecedor ou procurando no mercado uma solução.
- Adquirir suprimentos para lojas e requisitos de hardware enquanto permanecer dentro da empresa.
- Utilize boas práticas de negócios ao lidar com fornecedores. Gere e mantenha a rapidez.
relatórios para fins de acompanhamento utilizando o Excel.
- Compilar relatórios de falta de peças e utilizá-los para contatar fornecedores e agilizar compras.
- Gere e compile os relatórios com precisão e obtenha datas aprimoradas dos fornecedores. Este.
será feito a partir de extrações do sistema e cálculos e tabelas dinâmicas usando o Excel,
telefonemas e e-mails para os fornecedores.
- Utilizando o arquivo de expediente semanal gerado pelo atendimento ao cliente para priorizar as ordens de serviço.
- Boas habilidades de comunicação escrita e verbal em inglês.
- Acompanhar pedidos e atrasos ou fornecer status de problemas.
- Manter um canal aberto de comunicação com todos os departamentos.
- Manter um relacionamento de trabalho com fornecedores e distribuidores.
- Expandir o relacionamento de trabalho com fornecedores.
- Proficiência no Microsoft Office (planilhas do Excel)
- Habilidades de negociação em peças e contratos de reparo.
- Extremamente organizado e atenção aos detalhes.
- Capacidade de estabelecer boas relações de trabalho com colegas de trabalho e oficinas.
- Trabalhe em um ambiente acelerado.
REPRESENTANTE DE ATENDIMENTO AO CLIENTE 09-01-2018 Full Time.
 Responda às funções do Suporte ao Cliente no dia-a-dia:
 Ponto focal para o cliente para as transações de rotina. Responda a chamadas telefônicas e e-mails em tempo hábil.
 Exigirá viagens para participar da revisão das reuniões com os clientes.
 Gerenciar ordens de serviço para minimizar paralisações no trabalho de rotina:
 Agilizar e coordenar com outros departamentos para cumprir as datas de vencimento do desempenho do TAT e do OTD. Ligação entre lojas internas,
negociação, subcontratação de equipe, compras, logística, engenharia etc.
 Gerenciar o processo de troca / pool, desde a solicitação do cliente até o recebimento do núcleo.
 Resolver discrepâncias durante o processo de recebimento.
 Manter o ERP e plataformas externas, como o Aero Exchange & amp; Um Aero atualizado.
 Gerenciar orçamentos e aprovações de acordo com os termos e condições do contrato.
 Analise as cotações de acordo com os termos contratuais.
 Envie cotações em tempo hábil.
 Aprovações de acompanhamento de cotações pendentes e aprovações de processos.
 Material de reserva para WO após cotação aprovada.
 Faturas de processo (SO e WO)
 Auxiliar o gerente do programa na operação do dia-a-dia:
 Auxiliar na preparação de Revisões do Programa.
 Resolver problemas de envio e alfândega.
 Preparar fatura comercial.
 Executar as verificações do cliente: Kewill.
 Diploma do ensino médio.
 Diploma universitário ou 3 anos de experiência mínima em cargos relacionados ao suporte ao cliente.
 Fortes conhecimentos de informática com uso proficiente do Excel (pesquisas, consultas, tabelas dinâmicas).
 Extremamente organizado, analítico e com atenção aos detalhes.
 Capacidade de estabelecer boas relações de trabalho com clientes internos e externos.
 Deve ser capaz de trabalhar em um ambiente acelerado.
 Excelentes habilidades de comunicação verbal e escrita.
 Deve ser fluente em inglês.
Diretor de Negociação 28-12-2017 Tempo Integral.
Missão: Garantir a venda de estoques em excesso, bem como terceirização e processamento de trocas e LRU em apoio aos contratos de reparo e PBH.
Escopo: LRU, consumíveis e consumíveis para as Unidades de Negócios ARO e BIC.
&touro; Venda de excesso de estoque.
&touro; Pacote de mercado e venda de consumíveis identificado pela Asset Management Team.
&touro; Pacote de mercado e venda ou LRU individual identificado pela equipe de gerenciamento de ativos.
&touro; Responda a todas as solicitações de cotações (telefonemas, e-mails ou sites) na LRU.
&touro; Participe das principais conferências para aumentar a venda e comprar rede.
&touro; Compra de LRU.
&touro; Encontre, negocie condições e compre os LRUs exigidos pelo Asset Management para substituir o BER ou aumentar o Pool.
&touro; Apoie a gestão de ativos a pedido, se for necessário mudar ou negociar com os locadores.
&touro; Fornecimento de Bolsas.
&touro; Encontre, negocie condições e forneça a pedido de trocas de LRU de serviço ao cliente (taxa de câmbio, valor definitivo, tempo de devolução da unidade utilizável)
&touro; Processo de troca de acompanhamento.
&touro; Alertar o atendimento ao cliente ou a equipe de reparos em caso de atraso iminente.
&touro; Desafie as taxas atrasadas de qualquer fornecedor.
&touro; Em caso de reparo controlado por fornecedor de troca de terceiros, siga o procedimento de aprovação de cotação de fornecedor subcontratante existente.
&touro; Fazer recomendações ao Diretor de Gestão de Ativos se o fluxo de câmbio ou as condições permitirem a aquisição de um número de peça específico versus a estratégia de troca de fontes.
&touro; Manter e desenvolver rede de parceiros de inventário.
&touro; Forneça preços sob demanda de LRU para a equipe de Gerenciamento de Ativo, Atendimento ao Cliente ou Marketing.
&touro; Gerar Avaliação do Valor de Mercado Justo de LRU pertencente à empresa e na capacidade de reparo a cada 6 meses.
&touro; Revise qualquer pacote para venda do parceiro de estoque e forneça a recomendação de compra de negociação ao Diretor de gerenciamento de ativos.
&touro; Revise os relatórios financeiros mensais e confirme o custo e o nível de depreciação de cada venda.
&touro; Gerar relatórios para monitorar a atividade, o volume e o custo de fornecimento de trocas.
&touro; Configurar o KPI para monitorar o processamento eletrônico de cotações.
 Habilidades de vendas e experiência.
 Rede de empresas aéreas / MRO e Leasing.
 Gerenciamento de estoques e princípios de depreciação.
Engenheiro Eletricista 19-12-2017 Tempo Integral.
Pesquise, projete, desenvolva e teste uma variedade de produtos eletrônicos para equipamentos de teste de suporte terrestre (GSTE) e desenvolva soluções inovadoras de projetos elétricos originais para novos produtos e produtos existentes que precisam de melhorias, dispositivos elétricos de teste e outras áreas que exigem engenharia elétrica incorporando novas tecnologias no projeto ou redesenho de componentes ou produtos elétricos. Hardware de design (placas eletrônicas, fiação, etc) e quaisquer requisitos elétricos. Analise dados técnicos, proficiência na compreensão de esquemas elétricos e outros documentos técnicos. Solução de problemas e engenharia reversa. Realize o treinamento. Interaja com clientes internos e externos. Auxiliar tecnicamente na oficina de manufatura e reparos. Preparar e manter a documentação de acordo com o manual de qualidade da empresa e os padrões ISO9001 / AS9100. Escrevendo o escopo de trabalho para projetos elétricos. Preparando estudos de engenharia e projetos esquemáticos para novos sistemas e analisando a operação dos sistemas existentes. Cooperar com equipe fornecendo orientação de engenharia elétrica e de sistema para engenheiros mecânicos e engenheiros de software no desenvolvimento de produtos.
Bacharel em Engenharia Elétrica com 5 anos ou mais. experiência em design elétrico. Também é formado em Engenharia da Computação com foco em eletrônica e 5 anos ou mais. experiência será aplicada. Projeto de hardware. Experiência em design de placa de circuito incluindo experiência com ferramentas de captura esquemática como OrCad. Proficiência em eletrônica analógica, experiência em processamento de sinal de sensor. Conhecimento de domínio de eletrônica digital e experiência com princípios e técnicas de projeto de eletrônica digital (por exemplo, Microprocessador / microcontrolador, ARM Cortex, como Beaglebone TI AM335x, família PIC da Microchip, dsPIC). Experiência de trabalho com equipamentos de laboratório (DMM, Osciloscópios, Analisadores, etc.). Entenda interações de hardware / software e colabore com engenheiros de software. Engenharia de informática relacionada, Solidworks, ferramentas de simulação e Labview. Conhecimento em sistemas mecânicos e pneumáticos apreciados, mas não necessários.
A capacidade de trabalhar com supervisão mínima e ao mesmo tempo fornecer excelentes resultados será uma prioridade. São necessárias fortes habilidades de comunicação e coleta de informações para capturar e interpretar os requisitos funcionais, preencher as lacunas de maneira inteligente, interpolar os projetos e a funcionalidade conforme necessário e identificar oportunidades de melhorias / eficiências do processo. Boas habilidades de comunicação verbal e escrita em inglês, o espanhol é uma vantagem. Microsoft Word, Excel, PowerPoint e Microsoft Outlook.
Direitos autorais & copy; 2017 Barfield Inc. Todos os direitos reservados.

Conformidade do fornecedor: pergunte aos especialistas.
31 de julho de 2014 | Logística de entrada.
Precisa ganhar o controle do transporte de entrada? Então, pegue a mesma página de seus fornecedores. A Inbound Logistic s escolhe os cérebros de sete especialistas do setor para seus conselhos.
Mais para a história:
Gerenciar relacionamentos com fornecedores pode ser complicado, mas acertar isso pode ter um impacto enorme em seus negócios. A Inbound Logistics perguntou a sete executivos de fornecedores líderes de logística e tecnologia de terceiros sobre como entrar efetivamente em novos fornecedores, selecionar as métricas de desempenho que oferecem mais valor, lidar com problemas de não conformidade e muito mais. Aplicar suas sugestões à sua cadeia de suprimentos de entrada pode ajudar a evitar atrasos de envio, mercadorias danificadas e problemas legais.
P: Como os vários departamentos de uma empresa - como vendas, finanças e logística - podem trabalhar juntos para promover a conformidade do fornecedor?
Greg Holder, CEO e presidente do conselho, Compliance Networks: O programa de conformidade de fornecedores mais eficaz reúne o comprador de varejo, vendas de fornecedores, o grupo de logística e o departamento financeiro para que todos os parceiros trabalhem juntos para criar a melhor experiência possível para o cliente.
Na cadeia de fornecimento de varejo, os compradores são proprietários do relacionamento com os agentes de vendas dos fornecedores, e é sua responsabilidade transmitir como a conformidade insatisfatória do fornecedor afeta o cliente. Eles não precisam ser profissionais de logística - eles só precisam entender a importância do custo no destino e seu impacto no atendimento ao cliente e na lucratividade geral do varejo. A organização logística também é responsável por comunicar expectativas aos fornecedores, como o processo de notificação, caso ocorra uma falha na cadeia de suprimentos.
A organização financeira se beneficia de uma forte cadeia de suprimentos porque reduzir a variabilidade do lead time e eliminar estoque de segurança improdutivo reduz os requisitos de capital de giro. Os varejistas também se beneficiam de um aumento no fluxo de caixa operacional à medida que recuperam custos inesperados na forma de estornos.
Patrik Thollesson, vice-presidente distrital, Northeast, Geodis Wilson EUA: Várias partes interessadas possuem informações diferentes necessárias para gerenciar fornecedores. As vendas têm a inteligência de mercado e os requisitos do cliente e identificam novas oportunidades. Procurement lida com negociações diretas com fornecedores. O departamento financeiro possui aprovação e configuração de fornecedores, bem como gerenciamento de riscos e questões legais. Logística se concentra em tempos de trânsito e atendimento de pedidos.
Não é incomum que as várias funções usem diferentes componentes do sistema, que podem nem estar conectados. Idealmente, as empresas devem adotar uma abordagem holística e estabelecer um sistema de conformidade que suporte sua estratégia corporativa, vinculando as diferentes funções da empresa para facilitar a mensurabilidade e a tomada de decisões.
É benéfico ter uma abordagem interfuncional para identificar áreas de conformidade e risco. Uma avaliação baseada em riscos que define os elementos mais críticos no programa de gerenciamento e conformidade de fornecedores pode ajudar a dar suporte à continuidade dos negócios. Além disso, um repositório de dados central e validado que captura informações importantes das várias funções é fundamental para minimizar o trabalho administrativo relacionado a um programa de conformidade do fornecedor.
Bob Farrell, CEO, Kewill: As empresas precisam de um manual de gerenciamento de fornecedores e os departamentos precisam entender os elementos do manual do qual são responsáveis. O manual deve indicar claramente quem tem a capacidade de dizer a um fornecedor como e quando agir. Isso evita confusão e atalhos nos processos necessários para manter a conformidade.
Philippe Naudin, Presidente da SDV USA Inc.: O custo de problemas comuns relacionados a fornecedores e seu impacto na lucratividade afeta muitos departamentos - incluindo operações (na forma de atrasos de embarque), contabilidade (criando papelada extra) e vendas (em gerenciamento de reclamações de clientes).
Os esforços da equipe são vitais ao verificar e monitorar os fornecedores, pois suas ações podem afetar todos os departamentos de uma empresa. Vários departamentos devem descrever e definir os requisitos gerais para a qualificação de fornecedores e estabelecer processos para garantir a conformidade.
Um documento bem definido que explique requisitos, expectativas e penalidades elimina ambiguidades. Isso pode ajudar a evitar mal-entendidos e criar melhores relacionamentos com fornecedores.
Os departamentos jurídico e de conformidade devem monitorar as novas leis e regulamentações transmitidas por agências governamentais nos Estados Unidos e no exterior. Além disso, os principais departamentos podem estabelecer e manter uma lista de fornecedores aprovados em conformidade com os requisitos da empresa.
A empresa deve avaliar e avaliar os fornecedores periodicamente e / ou quando ocorre um problema de não conformidade. Monitorar continuamente os fornecedores é fundamental para garantir o compromisso contínuo com os valores da empresa.
Alan Miller, Presidente da TransportGistics Inc.: Um programa de conformidade bem-sucedido começa com requisitos claramente definidos e efetivamente comunicados. Como vários departamentos têm condições diferentes para o comércio e vários pontos de contato em organizações de parceiros comerciais, é importante criar uma equipe multifuncional.
Essa equipe, apoiada por um patrocinador executivo, deve trabalhar para identificar o impacto financeiro do desempenho do fornecedor e criar as políticas, táticas e métricas necessárias para facilitar ou remediar esse comportamento.
P: Quais elementos devem incluir um novo programa de integração de fornecedores para ajudar a garantir a conformidade?
Detentor, Redes de Conformidade: Aborda fatores como capacidades de fornecedor, requisitos e acordos de permissão, bem como necessidades de seguro, formulários W-9 e requisitos de EDI. Também importante - mas muitas vezes negligenciado - é educar os fornecedores sobre o ciclo de vida do pedido e confirmar que eles entendem como isso pode afetá-los financeiramente. Não é apenas importante ter um bom desempenho, eles devem ter um bom desempenho consistente. A variabilidade do lead time e as baixas taxas de preenchimento são as principais razões pelas quais as empresas carregam estoques de segurança, o que é um mau uso do capital de giro restrito.
Harold Friedman DLP, Vice-Presidente Sênior de Desenvolvimento Corporativo Global, Data2Logistics: A integração de fornecedores é a base para estabelecer um novo relacionamento e exige que tanto os fornecedores como os compradores invistam tempo e esforço. O processo inclui a coleta de documentos e dados necessários para configurar uma empresa como um fornecedor aprovado e para permitir que a organização do comprador realize negócios e efetue pagamentos a essa empresa. O processo de integração do fornecedor geralmente requer entrada, revisão ou aprovação dos departamentos de aquisição, gerenciamento de risco, jurídico, finanças, logística e contas a pagar.
As informações sobre o envio de produtos, sejam pré-pagas ou coletas, devem ser claras. Por exemplo, quem controlará a seleção da operadora? Isso nem sempre é determinado por quem paga o frete.
Um guia de roteamento fácil de usar descreve claramente o processo de seleção da transportadora. Ele deve abordar todas as questões relevantes: Quem são as transportadoras primárias, secundárias e terciárias para rotas específicas, pesos ou remessas que exigem tratamento especial? Quais são os procedimentos quando é necessário o envio acelerado e quem será responsável pelas cobranças de frete premium em vários cenários? What are the financial or other implications if the carrier indicated in the buyer's routing guide is not used? Will carriers be required to make delivery appointments, and, if so, how soon in advance? How will returns be handled?
Scott Cubbler, President, Life Sciences and Healthcare, Exel : It's important to provide vendors with a list of expectations and requirements, and address contingency plans and non-compliance penalties. Arrange for regular feedback, and communicate the escalation process in case problems occur.
Thollesson, Geodis Wilson USA : The onboarding program should stem from the company's supplier management and compliance program, supporting the supplier compliance strategy. The onboarding process often consists of three basic steps: pre-qualification, onboarding, and performance evaluation.
Pre-qualification should confirm that the potential supplier actually can perform the expected services. The supplier may need to sign a non-disclosure agreement (NDA) so the company can share sensitive information. Pre-qualification can include discussing geographical coverage, specialization in a given vertical market, financial profile, industry references, number of years in business, technological capabilities, insurance and business registrations, and safety and quality records.
One important element of the actual onboarding is confirming that the supplier understands the expected deliveries. This means having clear agreements with concise language, streamlined processes, and measurable key performance indicators (KPIs). Standard operating procedures should provide as much detail as needed—keep in mind that well-selected images can replace lengthy and complicated wording.
Also important is efficient internal onboarding, including setting up internal systems and training staff members on when and where to use the new supplier.
Farrell, Kewill : A new supplier onboarding program should include clearly defined and documented criteria that all suppliers must meet. The program should provide a forum for discussion, and include specific training that verifies the vendor understands the criteria.
A good onboarding program may include a questionnaire to gather relevant master data, including contact details and banking information. Some companies store and maintain this information in a vendor portal that feeds the corporate master data management systems.
Other components of a good onboarding program include a vendor due diligence review, and acceptance of trading agreements such as contracts and NDAs; code-of-conduct and corporate responsibility statements; environmental guidelines; and security assessments.
Naudin, SDV USA : The key element of onboarding is a formal contract that clearly outlines the services and/or products provided, as well as their cost, pricing structure, terms and conditions, regulatory requirements, and legal provisions.
The contract can be a key factor in mitigating risk because it dictates legally binding terms and conditions, and protects both parties' interests. It can clearly indicate compliance expectations that both parties require, as well as appropriate and enforceable consequences for violations.
Prior to signing a contract, companies should confirm that the new vendor understands and does business according to the company's code of ethics, compliance policies, procedures, and guidelines; and in accordance with all regulatory laws.
Rigorous due diligence will assist in determining the vendor's compliance with all laws and regulations applicable to the business lines that it will be managing for the company.
Visiting the vendor's site to research its policies, procedures, internal controls, training records, and audits is another effective way to verify compliance.
Transparency and disclosure are important elements of the evaluation, and should be part of the vendor's contractual obligations. The vendor should disclose any investigation or violation of trade compliance laws.
Also, review the vendor's internal documentation such as financial statements, liability insurance certificates, ethics policy, quality and safety manuals, and certifications to determine whether it is consistent with industry standards.
Miller, TransportGistics : Vendor onboarding should include a set of basic steps. Spell out your requirements clearly and concisely so the supplier is aware of your expectations, performance metrics, and common failure points. Encourage open and honest communication at each touchpoint, and bring vendors up to speed on any tools necessary to facilitate compliance.
Set up a regularly scheduled event for identifying issues and creating a path to resolution. Develop scorecards to communicate a summary of the supplier's performance. Finally, draft contracts and purchasing agreements that establish the business rules among trading partners.
Q: What metrics can companies use to measure supplier compliance, and how can they apply the data to improve operations?
Holder, Compliance Networks : The metrics that concern most retailers are on-time delivery and complete orders. They can't sell product they don't have, and it affects sales when a supplier ships late, or less than the order quantity.
Other important metrics from an expense standpoint are shipping the items ordered, and in the condition expected. When the supplier ships items the company did not order, significant time is wasted determining how to handle the merchandise. Similarly, when goods arrive outside the condition expected, additional labor is necessary to correct the situation.
Friedman, Data2Logistics : When measuring performance, companies should consider several service level agreement (SLA) KPIs. Using the primary carrier as stipulated in the buyer's routing guide is key. The use of the prescribed carrier presumably results in the lowest cost to the buyer. It also reduces loading dock congestion because the prescribed carrier is probably also delivering other goods.
On-time shipment based on mutually agreed-to lead times is also important to ensure material is available when anticipated. Incomplete orders should be measured, too, because partial shipments result in extra transportation costs, and can also disrupt production operations.
Finally, measure damaged or defective product deliveries to determine whether they represent an ongoing concern, where the damage took place, and whether the supplier needs to adjust packaging or handling processes.
Cubbler, Exel : Two major metrics are useful in measuring supplier compliance. The first is the number of open corrective actions/preventive actions (CAPAs). Every time a vendor experiences a quality issue, such as an accident or injury, incorrectly picked shipment, temperature inconsistency, or anything that could affect the shipment's quality or accuracy, it generates a CAPA. Several open CAPAs could indicate that a vendor doesn't take a robust approach to quality.
The second metric is system validation documentation, which verifies that the supplier has tested warehouse management and temperature-monitoring systems, for example, to verify they are working as intended. If a vendor can't provide system validation documentation, companies can't be certain of their compliance. Working with this vendor could put your entire operation at risk.
Thollesson, Geodis Wilson USA : A supplier performance scorecard is often beneficial. Implement an early, joint review of scorecard criteria with suppliers, because they must be aware of the role they play in your company's value chain. The supplier scorecard should be weighted based on critical elements and related risk. Specific elements may vary depending on the area in which the supplier is acting.
One metric that applies throughout various supplier areas is invoiced amount compared to expected or ordered amount. Greater accuracy between expected amount and the actual invoiced amount means a more efficient handling process and faster payments for the supplier.
Another metric that often applies to various areas is on-time delivery—not only for logistics and transportation, but also for fulfillment of any purchased goods or services. Other elements to measure are percent of defects or damages, and document accuracy.
Farrell, Kewill : Companies must make sure vendors understand the metrics related to compliance, including where and how they will gather the data, and how they will calculate the metrics. Discussing these matters up front helps save time when a problem occurs, allowing both parties to focus on the issue, and determine how to prevent it from happening again.
Naudin, SDV USA : Suppliers are chosen not only for the services they provide, but also for the expertise and capabilities they offer to create a competitive advantage for the companies they serve.
Measurement provides a way to determine what has been accomplished according to the initial business goals. Several internal and external systems can be used to evaluate supplier compliance, including key performance indicators and continuous reviews.
Common KPIs companies use to measure supplier performance can also help measure compliance, including on-time delivery, financial stability, organizational structure, geographical coverage, and reputation.
Essential to a vendor scorecard are metrics that concentrate on compliance, such as accurate documentation, security, safety, non-conformity reporting, and complaint resolutions.
Many regulations are in place for foreign trade and product safety—tied to hefty penalties for those who do not comply. It is imperative to measure a vendor's ability to deliver accurate, timely documentation. It is also at the company's discretion to decide which documents—such as labor certificates, advanced shipping notices, and importer security filings—to measure for accuracy on a vendor scorecard.
Miller, TransportGistics : An array of performance metrics exist, each specific to a company's process, core goals, and objectives. Companies need to identify the root cause of activities that both drain and boost margins; and factors that encumber and speed material and information flow through the organization. The company can then develop KPIs to address each element, communicate them to suppliers, and measure performance to these KPIs.
Some basic and universal metrics include proper execution of carrier selection, service level and mode, paperwork, and labeling preferences. Other common metrics include issues identified with shipment frequency and timing, order consolidation, communication, freight terms, insurance values, classification, delivery appointments, packaging, and customs.
Q: If compliance violations occur, how should the company and supplier work together to resolve the issue and prevent it from happening again?
Holder, Compliance Networks : The most important reaction from a retailer perspective is to automate the way supply chain failures are communicated. Without an automated notification system, problems might be solved in the distribution center, but never reported to the supplier. If the supplier does not know what issues its customer is experiencing, it can't address the situation.
Creating supplier scorecards, and meeting regularly to review the results, are also important. These actions help suppliers understand the impact of poor performance on the company's operation and sales.
Friedman, Data2Logistics : Communication and collaboration play important roles in identifying the cause of a problem. Open and candid conversations between the company and supplier can help determine the root cause of the violation.
Cubbler, Exel : Not every compliance violation is the same, and companies should be able to recognize the differences. When a company has an SLA, its managers or operators are able to clearly outline expectations to vendors. Companies with SLAs can also understand the importance of vendors in the broader quality system.
If a low-risk violation occurs, arrange for a meeting or call so the supplier can address the situation and develop the appropriate corrective action. Violations that impact safety or product integrity trigger a work stoppage and all-hands-on-deck situation.
The SLA should outline an escalation plan to follow if a serious compliance violation occurs. If the violation is important to the company, it should also be important to the supplier. Once companies have the right players on the phone or at the table, they should immediately try to rectify the situation and determine a long-term plan to prevent it from recurring.
Thollesson, Geodis Wilson USA : Objective measurements—using validated data against set KPIs—should provide an accepted starting point for the company and the supplier. A vendor compliance program should be a part of the company's quality management and business continuity systems. It is wise to issue non-conformance reports to document if vendor non-compliance has reached a set threshold, then perform a root cause analysis.
Farrell, Kewill : If the company and supplier agreed in advance on the performance data to capture, and the method for calculating metrics, they should not need to discuss the violation's validity. Instead, the two businesses can focus on understanding why the violation occurred, and how to prevent it from happening again. Then they can agree on a set of actions to resolve the issues that allowed the non-compliance to occur. They can take a "lessons learned" approach, and, where necessary, change operating processes and retrain workers.
They should also review the metrics to see if a different or amended metric could have raised awareness of the problem sooner. The issue could also warrant establishing an audit process so both partners can track whether the agreed-upon actions have been completed.
Naudin, SDV USA : The company and supplier should review the compliance violation, identify the reason it occurred, and develop and implement an action plan to ensure future compliance. They then should record and review the results of the corrective action, and share this information with all concerned parties.
Miller, TransportGistics : Despite the best planning, training, and intentions, compliance violations inevitably occur. Accepting this as a basic fact of business, the company and supplier should agree upfront on the ramifications of poor supplier performance. Then, they can work through addressing the issue, creating a solution, and measuring the results.
It is customary to impose a series of increasingly more severe penalties for repeat offenses. While some companies may use these chargebacks as a normal course of business, others may do so as a last resort. In either case, the key benefit of the chargeback is that it raises the visibility of the offending behavior inside the supplier's organization. This creates a fertile environment for focusing on the undesired behavior.
Q: What processes and technologies can help detect potential vendor performance problems and prevent them from occurring?
Holder, Compliance Networks : Process is more important than technology 100 percent of the time. When you have people involved, you layer in technology to make the engineered process faster and more efficient. Automation is essential, but you can't automate everything. People still need to perform physical audits and record results. Use technology such as tablets, RF devices, and cameras to not only record the results, but also help you know what percentage of an audit to perform on the supplier's shipment.
This Vendor Performance Classification can single out individual suppliers for additional audits based upon past performance. Previous audit results place vendors into different audit levels, effectively allocating limited resources to where they are needed most.
Some technologies use data from supply chain execution systems to help companies identify supply chain failures in an automated environment. These systems can send emails and reports to suppliers to notify them of the failure. Other systems use supply chain alerts to warn suppliers of imminent failures to attempt to prevent the problem from occurring.
Friedman, Data2Logistics : Access to a Web-based routing tool helps suppliers identify the appropriate carrier to use. Depending on the tool's level of sophistication, it will order the needed equipment or identify the carrier to select.
On the back end of the transactions, companies can test for routing guide compliance to confirm the supplier used the appropriate carrier. The cost of non-compliance is the difference between the actual transportation charges and the rate that would have been charged if the prescribed carrier had been used.
If this is an ongoing problem, the difference may be charged back to the vendor with a routing guide violations penalty. Typically, a buyer's purchase order will outline the requirement for compliance, and the penalty and mechanism for the chargeback process. But it is better if all parties put in place a comprehensive and consistent end-to-end process that each partner agrees to and follows.
Cubbler, Exel : Technology allows more visibility into vendor performance. Companies can see what's going on at a warehouse hundreds of miles away. This is particularly useful for temperature-controlled facilities; companies can receive alerts when the temperature of their products falls out of range.
Thollesson, Geodis Wilson USA : One basic recommendation is to tailor the vendor compliance management system, including the tools and technology, to the organization's size and maturity. It may be most cost-effective for a small organization to use tools such as Visio, Excel, SharePoint, and Access. A larger, more mature organization can implement dedicated supplier management systems, and work more extensively with automation and EDI.
Companies should set continuous measurements and flags for certain thresholds to ensure early detection of potential problems. It is often wise to connect electronically to vendors, either with a business-to-business setup or via a Web portal, to enable continuous data flow for performance analytics, forecasting, and contingency planning. A complete supply chain track-and-trace system—including order management and WMS visibility—can be vital.
Miller, TransportGistics : It is critical to have a well-maintained, updated, and documented receiving process incorporating both data communication and material receipt. This documented process should also include supplier performance criteria that will feed supplier performance metrics.
Technology to support process is equally important. A cloud-based routing guide enables easy access for trading partners to retrieve the most current carrier assignments and rules of engagement. Industry-leading routing guides also allow companies to track user access, receive automatic update notifications, facilitate two-way communications, and audit compliance.
Farrell, Kewill : Visibility applications can help detect potential problems and prevent them from occurring. The input to these applications must consist of the right information at the right time.
With or without visibility applications, companies must institutionalize training and organizational structure to react to an alert of a potential problem, and implement actions to rectify the situation before non-compliance occurs.
Naudin, SDV USA : Putting systems and business processes in place to detect and mitigate potential compliance issues before they occur will help achieve the business goal of reducing transportation and logistics costs.
Best-practice solutions include taking preventive action to eliminate potential problems in order to prevent their occurrence. A documented procedure should define requirements for determining potential non-conformities and their cause, evaluate the action required to prevent a problem, and develop an action plan to ensure future compliance.
Companies cannot successfully manage vendors and overcome non-compliance without integrated technology that handles the flow of purchase orders, electronic data interchange, carrier optimization, tracking, and data analytics.
Q: What are the added complexities of global supplier compliance, compared to domestic?
Holder, Compliance Networks : Global suppliers are required to do more, primarily because of customs compliance requirements. Not only are lead times much longer, but the supply chain can contain more variability because more problems can occur.
The added complexities for global compliance center on the additional data elements companies must track, and the difficulty of gaining access to those data elements. Control of those data elements tends to be siloed, and a third party outside the company's systems often holds them. Companies might have access via a portal, but receiving the data in real time is the best way to go for managing global supplier compliance and performance.
Friedman, Data2Logistics : Imported products bring with them unique attributes not found in domestic shipping. For example, the U. S. government's import regulations impose quotas, licenses, and certificates for certain goods. Import controls may exist for the material you are buying, or the countries from which they originated. Your vendor will be required to supply documentation to receive an import license or other control documents.
A key component of the import process is the correct classification of goods under the U. S. Harmonized Tariff Schedule. Although you may engage freight forwarders or customs brokers to act as your agents to ensure compliance, their mistakes belong to you.
These conditions are further complicated by Incoterms—rules intended to clearly communicate the tasks, costs, and risks associated with transporting and delivering goods. Dealing with global supplier compliance is very serious, and should be handled by a professional experienced in this area.
Cubbler, Exel : Once outside of the United States, it is significantly harder to track and ensure compliance. Global companies often envision global standards and processes, while failing to allow for varying regulations and customer requirements once exiting a country's boundaries.
This requires companies to invest in managing the expectations of global auditors, inspectors, and procurement managers so they can be forewarned about making unrealistic comparisons and assumptions to standards, which may not be practical or legal in another region of the world.
Other factors include extended shipping lead times; and varied enterprise resource planning, transportation, and warehouse management systems, which ultimately impact supply chain visibility.
Maintaining the pedigree of products by managing the touchpoints and climate conditions throughout the supply chain is extremely difficult. And customs clearance delays can cost shippers the opportunity to store products in a warehouse designed to meet long-term storage needs, and equipped with appropriate security.
Thollesson, Geodis Wilson USA : Different languages and time zones create obstacles to clear and fast communication. Different cultures and varied political and legal systems lead to even more challenges, and understanding a country's local social and business culture is a key to success.
In addition, businesses must comply with the Foreign Corrupt Practices Act and other anti-bribery laws. Can a supplier overseas work with self-service information? How can the data be validated? There may also be regional variations within the same country, such as different taxes for the same types of goods or services, depending on origin and destination.
Further complexity accompanies importing or exporting regulated items, which requires different licenses or certificates. Intellectual and property rights may not be subject to the same protection in other countries, adding items the company must validate within its supplier management and compliance program.
With local presence and business knowledge, a global supplier can often support country-to-country shipment requirements, providing visibility to the global supply chain. This may facilitate supplier compliance if operating within a global system for sharing the same data.
Farrell, Kewill : Companies not used to operating globally may encounter issues related to making contact with their suppliers/vendors in different time zones, and dealing with multiple currencies.
It may also be difficult to measure conformity because of external factors potentially beyond the company's or supplier's direct control, such as legislative, customs, and compliance issues.
While a supplier may have finished manufacturing the goods on time, and may have dispatched them to the port, the freight may not depart on time if shipments aren't in compliance with customs regulations.
Naudin, SDV USA : With increased government scrutiny and regulations enforcement, the stakes are high for companies trading on the international market. Compliance programs are an essential risk management tool in today's international business environment.
When dealing with a global supplier, companies must adhere to the various laws and regulations in each location, as well as customs' import/export specifications, and the area's culture, ethics, language, and government.
In addition, when supply extends beyond domestic borders, the level of security has a large impact on the business relationship. Risk management may be more difficult—and more costly—to control. To support planning, it is beneficial to know the risks involved.
Regulatory compliance programs may vary by region to meet local and international regulatory agency requirements. On a local level, each individual office must follow applicable law for the relevant city, state, province, region, or locality.
In the event that official trade sanctions, embargoes, or other known export/import controls impact the legal environments of other countries, the trading division must seek clear and formal advice from the relevant legal departments.
The Experts.
Cubbler leads the Life Sciences and Healthcare business unit's strategy and growth agenda throughout the Americas region. He joined Exel in 2001 as director of operations, and has since held a number of positions in operations. He is a member of the Consumer Healthcare Products Association and the Healthcare Distribution Management Association, and serves as an advisory board member for Rutgers University's Supply Chain Management MBA program.
Farrell brings more than 25 years of broad and diverse international business leadership experience to Kewill. He joined the company in October 2012 to accelerate growth by driving operational improvements and executing on strategies that enable Kewill to extend its position in the global trade and logistics software and solutions markets.
Harold Friedman DLP, Senior Vice President of Global Corporate Development, Data2Logistics LLC.
Friedman has more than four decades of experience in helping businesses reduce transportation costs. He received the prestigious Distinguished Logistics Professional award from the board of directors of the American Society of Transportation & Logística.
Greg Holder, Chief Executive Officer and Chairman of the Board, Compliance Networks.
Holder gained retail practitioner experience at Dillard's Inc. and Stage Stores Inc., where he spent many years in distribution, logistics, and store operations at various distribution centers and corporate offices around the United States. His work has focused on optimizing the flow of merchandise through the retail supply chain, and implementing best-in-class vendor compliance solutions.
Miller is a 27-year veteran of the supply chain sector, with expertise in transportation management, logistics technology, and systems integration in a variety of industries. He designed, developed, and deployed transportation management, electronic payment, and communication systems to support the supply chain needs of thousands of businesses.
Naudin has been president of SDV USA since 1998. Prior to joining SDV USA, he was president of TTA Inc. for 20 years. Naudin graduated from Lyceum Charlemagne in Paris, and studied English literature at the University of California at Los Angeles.
Patrik Thollesson, District Vice President, Northeast, Geodis Wilson USA.
Since September 2012, Thollesson has been responsible for Geodis Wilson USA's compliance, security, and risk management programs in the United States. Over the past 13 years, he has held various positions within the organization, including operations, sales, and regional management.

7,500 customers in over 100 countries.
Supply chain software and services that allow you to relax.
Transporte.
BluJay’s Transportation Management is the leading global platform for shippers and logistic service providers, offering access to exclusive global trade capabilities like customs management, denied party screening, and product classification.
Our powerful Warehouse Management solution optimizes the flow of your products through the warehouse, drives down costs and increases throughput while providing you instant global visibility to all partners up and down the supply chain.
Conformidade.
We provide denied party screening, license determination and document determination to reduce errors, lower costs and create friction-free borders with one point of interface for global compliance and customs regimes around the world.
Whether you want to add new luxury lines to your offering or larger bulky items that are difficult to store and ship, BluJay’s Commerce solution allows retailers and e-commerce companies to quickly add new suppliers and products to expand merchandising mix and eliminate out-of-stocks.
We know carriers. They are the heart of a strong transportation management system. With over 25,000 carriers on our network, you can be assured that integrating with BluJay is a fast, secure and economical way to optimize assets and gain access to an increasing market of shippers.
Take a tour of BluJay’s Global Trade Network Ecosystem.
News, Press Releases, Events, and Webinars.
Stay Up to Date.
Exide Technologies Centralizes Supply Chain Operations with BluJay Transportation Management.
Winc Saves 1,200 Hours of Manpower with MobileSTAR on Zebra Devices.
Why work with BluJay?
A new supply chain strategy.
Unlock the Power of the Network.
Transform Your Supply Chain Economics.
Achieve Greater Velocity.
See Beyond the Horizon.
We’re making a difference in supply chain global trade.
Our customers prove it.
BluJay’s Transportation Management is the gift that keeps on giving. Their solution runs our transportation network while opening our eyes to additional opportunities with broad supply chain impact. We continually evolve with BluJay.
Ace Hardware Director of Transportation.
Working with BluJay to elevate our supply chain and logistics processes has not only allowed us to meet our objectives in remaining compliant with international customs, but it has enhanced visibility into our supply chain, allowing us to better serve our partners and customers. We are proud that our work with BluJay has gained us recognition as a Supply & Demand Chain Executive 100 honoree.
Lufthansa Cargo Walter Isselhard, Director Implementation Management IT.
BluJay’s technology and global presence have been critical in supporting our growth. We work with their teams in the U. S., Asia and Europe where BluJay’s local domain expertise has been a significant and valuable addition to the technology.
Crane Worldwide John Magee.
Since we have every piece of information from order to delivery, we can figure out how to better serve our customers. Customers are driving the way we do business. In order to exceed their expectations, we have to go from cow to customer. We need to be able to see, manage, and measure by automating our entire transportation process using BluJay’s Transportation Management.
Hood Heidi Henderson.
From the point of orders being placed, we have already saved 24 hours on order processing because it is all done in real-time. Account data is more accurate and we have better control of work in progress. Our customers have also seen a significant increase in the speed of our service.

Compare Supply Chain Management Software GET THE IN-DEPTH REPORT.
categories > Gestão da cadeia de abastecimento.
SAP Supply Chain Management Software.
Oracle E-Business Suite SCM.
Supply Chain Management Solutions.
Epicor SCM.
Infor Supply Chain Management.
Sage ERP X3.
Manhattan SCOPE.
JDA's Supply Chain Now™
Supply Chain Management Suite.
As a top-class ERP system, SYSPRO 7 helps businesses to really look at all aspects of their core operations and other parts of their businesses. Part of the functionality of this ERP solution is focused on sales processes. Most companies need to have some sort of oversight of internal sales and marketing processes. The leadership wants to tie these elements of business into actual product and service developments, and other parts of a general business administration system through functional ERP systems.
Odoo ERP, formerly OpenERP, is the #1 open-source ERP platform and integrated business app suite in the world. With Accounting, Manufacturing, Service, Inventory, Marketing, Retail, eCommerce and many more apps Odoo is winning over more traditional ‘big name’ competitors. As a trusted partner of Odoo, Vayam delivers top-notch consulting, service and support for your critical business projects. Inventory Supply Chain:Manage your supply chain, vendors, purchasing inventory in one easy, customizable app:Forecasting automated fulfillment. Vendor/Supplier Management. Purchase order processing. Goods receipt and warehouse management. Inventory management. Barcode, RFID, labeling support. Seamless integration with Accounting, Sales, Manufacturing, Maintenance more! Manufacturing Maintenance:Manufacturing and/or maintenance applications that support and improve your business processes:Monitor workflow status. Make better decisions through insightful analytics. Reduce costs by eliminating inefficient processes. Provide maintenance manufacturing instructions, documents videos. Integrate Sales CRM, e-Commerce Retail, Vendors, Inventory more! Retail e-Commerce: Need more than the basic e-Commerce website? We create modern, full-featured e-Commerce and Retail websites and back-end systems:Full customized, mobile friendly e-Commerce sites. User friendly Point-of-Sale (POS) for brick-and-mortar. Barcode, RFID, labeling support. Integration with Amazon, Ebay Magento. Built-in Search Engine Optimization (SEO).Custom reports and analytics. Shipping integration for UPS, USPS, Fedex, DHL. Seamless integration with Products, Inventory, Customers, Order tracking more! Sales Customer Relationship Management (CRM):Manage and monitor your most vital relationships with potential and existing customers insuring follow-through and improved communication:Manage contact Information, action items, important notes, and client meetings. Improve leads, opportunities, qualifications and management of contacts. Help control prospect-to-win pipeline. Monitor sales performance against targets and goals. Dashboards and reporting to easily manage your teams and make better decisions. Establish better process flows and guidance for client facing teams. Increase ability for add-on sales. Manage marketing campaigns, newsletters, surveys, and online forms. Employees Human Resources:With Odoo HR, Recruiters and Management can manage employees like never before. Odoo helps recruit, onboard, train, engage monitor employees by providing:A communication portal for your whole team – organize discussions around products, services and more. Automated messages to keep employees informed and help manage vital processes for your business. Full-featured Recruiting app: easily post jobs, manage candidates, resumes and interviews. Quick access to vital Employee data: contact info, job titles, vacation schedule, meetings. Tools to manage timesheets, vacations, holidays, and expenses. Easy to build Employee Evaluation/Appraisal forms. Employee Engagement Customer Feedback Surveys with automated result reports. Easy to create manage new hire onboarding and ongoing employee training material. Automated and customizable reports and analytics.
The IQMS Manufacturing ERP system is a comprehensive, end-to-end solution that provides complete integration and visibility of the order to cash process. The extensive feature set allows manufacturing companies to react instantly to events happening throughout their organization, from the front office to engineering to the shop floor and supply chain. IQMS provides the visibility, planning and execution tools that enable manufactures to excel.
NetSuite ERP delivers the proven, comprehensive financial management capabilities required to grow a changing, complex business. NetSuite ERP takes your business beyond traditional accounting software by streamlining operations across your entire organization and providing you with the real-time visibility you need to make better, faster decisions.
Iptor (formerly International Business Systems - IBS)Warehouse Management (formerly Dynaman) - Robust, scalable and flexible, software for distributorsERP for Distribution (formerly IBS Enterprise) - Connected, intuitive and adaptable distribution software for the digital business worldERP for Publishing (formerly IBS Bookmaster) - Software to help businesses capitalise on shifting publishing industry supply chains.
Vanguard IBP for Supply ChainVanguard IBP for Supply Chain matches advanced analytics with a workflow design that fosters communication and tracks the inputs and actions of diverse users. This brings into shared view the oft-missed planning criteria such as promotions, cannibalizations, competitor actions, supply changes, and phase-outs. In essence, Vanguard IBP for Supply Chain brings together inputs from multiple teams to improve visibility and transparency and speed projects along. For example, any authorized project partner can layer baseline forecasts with foreknowledge from his vantage in the enterprise. Critical info that once languished in silos flows straight into the work stream. No longer are forecasts based solely on history. No longer are assumptions woefully incomplete. Our goal is to help you build these bridges – digital, and human. Vanguard IBP for Supply Chain is engineered to maximize full-scale collaboration on a single platform. On top of that, it features advanced-analytic algorithms, boundless user scalability, lightning-fast query response times, and the capacity to crunch massive data sets for clients anywhere in the world. Cloud-based Supply ChainIn the cloud, you and your extended supply chain partner network are part of a streaming, social network-like exchange. All parties see and react to each others’ updates, and a single version of the truth begins to emerge. This zero lag in information improves efficiency and performance at the company and value-chain level. It’s a degree of transparency that is simply not available in the legacy paradigm of spreadsheets and plugins. Enterprise-minded organizations have already determined that both cloud and collaboration are the future. Many are taking steps to develop IBP processes and cultures. Increasingly more are investing in best-of-breed IPB platforms that integrate with their ERP, or core transaction systems. These organizations understand that there is simply too much to gain from the cloud – or too much to risk by not migrating.
Oracle SCM helps companies manage their entire supply chain operations covering all aspects of the business. This includes, supply and demand planning, manufacturing, product lifecycle management and innovation, transportation management, procurement, global trade, warehouse management, inventory optimization and much more. Oracle is the leading provider of SCM applications in the world.
S4 HANA Cloud is a comprehensive and leading-edge cloud ERP suiteEnables customers to instantly adjust and adopt business models and act on real-time contextual insight and adviceProvides enterprise-ready functionality for digital business in specific industries and LOB functions with faster deployment, time to value and lower entry costs of cloud deliverySAP’s key differentiators include:contextual analyticsmachine learningdigital assistantin-memory SaaS cloud infrastructure.
Business Social Networking and B2B market. Connect your company to wholesale distributors, trading companies, global suppliers, and quality products, Globial is a business networking platform that is committed to helping small businesses engage in global trade more easily and with greater trust.
Fishbowl Inventory is an affordable inventory management solution for small and midsize businesses. It is especially popular among manufacturers and wholesale distributors. Fishbowl offers advanced features, including multiple location tracking, seamless QuickBooks integration, order management, and pick/ pack/ ship functionality.
Revitas Contract Manager helps organizations create and manage their B2B contracts more profitably and more effectively. Revitas transforms contracting from a process-driven task into a strategic, value-add component of business success.
Sage ERP X3 revives midsize companies’ growth and profitability with fast, simple, flexible ERP software. It helps you drive efficiency across financial and operational processes and give all employees the insight they need, when they need it. And more, accessible online and on mobile devices, Sage ERP X3 turns your business into a more responsive organization, locally and globally.
Agresso is a fully integrated role-focused ERP system, ideal for service or people based organizations that need financial accounting and other back office software integrated with a broader range of core business functions in a single unified system. It lets you replace traditional ERPs or multiple different systems with a complete, integrated ERP solution that will support you in the future - however your organization or business changes.
AspenTech has made powerful supply chain software easy to use with faster access to the information that allows us to make decisions. It is the right direction for the product and it will deliver real business benefits for us. Kamil Beffa—SVP Supply Chain and Distribution Project—Lafarge.
Comarch EDI (previously Comarch ECOD) is the multinational B2B platform, which integrates a community of over 15 500 companies from 30 countries. This platform is used by small and medium enterprises, as well as the biggest companies from the sectors of FMCG, DIY, logistics, petrol, pharmaceuticals and electronics.
Infor Supply Chain Management is an integrated procurement and distribution solution for companies who seek reduced costs through enhanced supply chain processes and more effective supply management.
JDA's Supply Chain Now™ is a fully maintained solution offering, delivered via the JDA Private Cloud. Supply Chain Now™ delivers a return on investment with reduced risk in as fast as four months. JDA's solution combines unparalleled speed of deployment with the advanced capabilities that have made JDA a leading provider of supply chain management technology.
SCM|Global Sourcing is a powerful web-based application for companies sourcing and purchasing products around the world. Production and logistics information is shared among all members of the extended global supply chain including retailers, vendors, manufacturers, suppliers, contractors, agents, brokers, carriers and freight forwarders. The SCM|Global Sourcing platform can be configured to meet customer requirements and integrates with all enterprise applications.
Krawler Inventory Management System offer the industry tools and technologies to easily meet this challenge using Business Intelligence tools, integrated into a comprehensive Business Process Management application. It is powered by the enterprise 2.0 platform and cutting edge technologies like AJAX, JSONIC, KTF.
QAD Supply Chain supports supply networks with enhanced visibility, and the ability to drive margin and cost improvements, reduce lead times, increase inventory turns and meet industry compliance requirements. A comprehensive procurement and strategic sourcing tool, fully integrated with planning, that provides sophisticated pricing across contracts and individual and blanket orders.
Plex Online offers comprehensive Supply Chain Management (SCM) features for the entire enterprise. Companies benefit from paperless, real-time communication across the supply chain for improved visibility, performance, and operational excellence.
IBM® Sterling Warehouse Management System (Sterling WMS) optimizes complex distribution networks by enabling central management of inventory, labor and processes across multiple warehouse facilities.
FusionOps is the result of supply chain and SAP experts coming together to create a fast, powerful and easy way for business users to get the information they need. Instead of providing business intelligence software tools that take months of costly and complicated IT work provide value, we offer ready-to-use business analytics, dashboards, and metrics within hours, without requiring any hardware, software or professional services.
At CDW, we help you maximize the return on your IT investments by supporting the full lifecycle of your key IT initiatives, from assessment and design to deployment and on-going management.
The IBM® Emptoris® Contract Management family helps companies structure more profitable contracts, streamline the contracting process and improve compliance. These solutions can automate and manage various stages of the contract lifecycle from creation, execution and renegotiation of contracts and amendments, through performance monitoring, analysis and renewal. The IBM Contract Management family enables companies to capture more revenue opportunities; improve supplier, partner and vendor relationships; and mitigate risks.
Overcome challenges such as volatile customer demand and increasingly complex supply networks – with SAP for Supply Chain. Our software and technology let you manage your entire network in real time – so you can quickly leverage vital information and analyses, meet heightened expectations for responsiveness, and facilitate collaboration across departments and companies.
Oracle Supply Chain Management software applications transform supply chains from a functional necessity to a competitive advantage. Oracle SCM products help modernize your operations across the demand, supply and product pillars to deliver operational and innovation excellence.
Manhattan SCOPE® is a comprehensive portfolio of supply chain solutions that leverages the industry’s first and only Supply Chain Process Platform to deliver cross-application optimization and integration not previously possible in the supply chain industry. SCOPE provides Supply Chain Solutions, coupled with Commerce Solutions to fully integrate visibility and insight into your organizations overall performance.
Epicor® offers an extensive range of supply chain management solutions as part of our end-to-end ERP solutions. Based on an industry leading service-oriented architecture (SOA), Epicor SCM is complemented by an array of enterprise capabilities, including customer relationship management (CRM), supplier relationship management (SRM), supply chain execution (SCE), and sourcing solutions.
Supply chain management solutions from IBM deliver supply chain planning and execution capabilities across the extended enterprise, enabling companies to anticipate, control and react to demand and supply volatility within the supply chain. Managing how and where you fulfill orders, how much inventory you should store where, and the planning to meet customer commitments. IBM provides the ability to understand, manage and direct the supply chain in order to make the supply chain smarter.
Descartes provides extensive logistics network covering multiple transportation modes, with the industry’s broadest array of modular, interoperable web and wireless logistics management solutions.
Kewill makes it possible by delivering a single platform to support trade, transport, store, comply, manage and integrate – giving you levels of global visibility and control you never thought possible. Kewill makes it possible by delivering a single platform to support trade, transport, store, comply, manage and integrate – giving you levels of global visibility and control you never thought possible.
How to Compare Supply Chain Management (SCM) Software.
Gartner predicts the worldwide SCM market will reach $12.3B in 2016, increasing to $13.6B in 2017. The primary business drivers of SCM’s continued growth include ongoing investments in supply chain visibility, scalability, and flexibility.
Why do organizations need and use SCM software?
Tracking and improving the profitability of an entire supply chain Reducing supplier, logistics and warehouse costs Meeting increasingly complex customer product and service requirements Gaining greater supply chain scalability to flex from high to low volumes Getting and keeping a competitive advantage in key markets Measuring and improving supply and supplier performance Developing new supply chain and planning skills Improving data and process transparency with and between suppliers Improve supply chain compliance Enter new, high growth markets faster and more profitably Reduce supply chain risk with more accurate data and analysis Improve sustainability of supply chains and all operations.
The more challenging the competitive environment for any company, the more critical their supply chains are. From selecting suppliers who can deliver the highest quality materials, components and subassemblies to defining optimal fulfillment, warehouse management, and logistics strategies, managing supply chains effectively can be one of the strongest competitive advantages any company has. Attaining perfect order performance, continually gaining cost reductions and designing in greater supply chain flexibility are three highest priorities supply chain executives prioritized in a recent Price Waterhouse Coopers (PwC) supply chain survey.
Bottom line: Continually improving supply chain performance delivers one of the most durable, scalable competitive differentiators any business has, ensuring customer commitments get met or exceeded on a consistent basis.
Key features to consider when evaluating SCM software options.
Proven Ability To Scale Across Suppliers And Products.
Creating and continually improving SCM software that can scale across a wide variety of suppliers, each working at a different cadence, quality level and ability to integrate with production planning systems is the most important attribute to consider when evaluating a new supply chain system. One size does not fit all in when it comes to implementing and relying on any SCM software solutions. Making sure the solutions in consideration can scale across the supplier base and stay flexible enough to support entirely new products, and business models are essential to the success of any SCM project or initiative. The greater the proven ability of any vendor to scale across diverse, globally-based suppliers is a must-have, along with a successful track record of supporting new product development, faster time-to-market, and launch of entirely new business models.
Supply Chain Redesign Expertise.
The most successful SCM deployments concentrate on the underlying business challenges that have led an organization to begin searching for new SCM solution in response to breakdowns in supply chain performance. The best vendors have dozens of examples of how they have assisted their customers to redesign entire supply chains, and then selectively layer in new SCM software to automate routine processes. Selecting SCM software is as much about selecting a business partner who can help to provide insights into how existing supply chain structures and relationships can be realigned for higher performance as it is about selecting software. Creating a higher performance supply chain needs to start at the supplier enablement process and then progress over the lifecycle of suppliers in coordination with production workflows. Only vendors who have proven supply chain redesign expertise can scale to handle the complexities of this requirement.
Advanced Supplier Selection, Quality and Evaluation Process Workflows.
Every organization churns through suppliers, some faster than others. Supplier management is one of the most difficult workflows for SCM vendors to excel at given how rapidly product strategies and business models are changing. Given the accelerating pace of product and services strategy change occurring across every industry today, SCM providers who have role-based and supplier collaboration workflows are emerging as leaders in this area of the SCM software landscape. Manufacturers need to consider how best to incorporate Supplier Quality Management (SQM) into the supplier selection, management and improvement strategies they have in place. SQM is an area where Six Sigma-driven analytics are just emerging, making a big impact on the manufacturers who are adopting software to automate supplier qualification and ongoing supplier management.
Analytics And Reporting Include Tracking Inventory And Cost Performance.
Tracking inventory and shortfall reductions in time and revenue, in addition to lead time reductions, transportation, production and purchase cost reductions are essential for any supply chain to run efficiently. These are the essential metrics that any SCM software vendor needs to provide as part of their advanced reporting. Many SCM vendors provide descriptive and prescriptive analytics that provide visualizations of the data generated from these metrics. The highest performing SCM vendors are moving beyond the visualization of data and providing predictive insights through the use of machine learning algorithms that can find patterns in data that provide a glimpse into potential scenarios and strategies that have the highest potential payoff in the future. Predictive analytics to define the outcome of potential supply chain scenarios will be the new normal by 2020, and evaluate vendors on how far they are on their journey to providing this functionality today.
Maintenance Updates Lead To Service Levels Improving.
Too often enterprise software vendors charge up to a 22% maintenance fee every year to keep their applications current for customers. SCM vendors who can provide data on how their maintenance updates have led to service levels are improving for customers are worth considering. Speak with existing customer references is also an excellent approach to finding out if maintenance updates are worth it, and the SCM vendors being considered are investing the 22% charge customers back into the product and its continued improvement.
Process & System Integration With Partners And Enterprise Systems.
Speaking with SCM vendors’ references can help to determine if their existing levels of process integration expertise can scale and support the specific needs of your current and future products and business. Often low-end SCM vendors will strive to keep customization costs down, and package adapters and connectors that have the broadest appeal. Any variation from them is a special project with correspondingly high costs. Evaluating SCM vendors based on how well their process expertise can streamline and save on the costs of enabling suppliers is critically important to the success of an implementation. The most capable SCM vendors have the ability to define integration process workflows with suppliers and selectively apply adapters, connectors, and systems to create the most efficient and scalable system possible.
Security and Data Reporting.
Digitally-enabled supply chains that are global in scope are the new reality for any organization. Safeguarding data and ensuring the millions of transactions completed with suppliers over a year can be securely transmitted, received and stored is an area no organization should compromise on. Both on-premise and Cloud-based SCM vendors are investing a higher percentage of research and development (R&D) spending in security. Each SCM vendor should have a security roadmap or at the very least, this issue should be addressed on their product roadmaps now and for the future.
Advantages of SCM Systems.
The five key advantages of implementing an SCM system in your company are listed below:
Improving Delivery Performance.
By increasing the frequency and quality of collaboration with suppliers including improving forecasting, SCM systems are capable of making significant improvements in delivery performance. SCM vendors who excel at providing end-to-end supply chain planning and visibility contribute to optimizing your company’s delivery performance. Advanced SCM solutions support Vendor Managed Inventory and reflect replenishment which further improves order fulfillment and delivery performance.
Reduce Purchasing And Materials Costs.
Streamlining your supply chain and making it more efficient with an SCM system has the potential to deliver more effective information that results in better sourcing and procurement decisions. By having greater visibility of supplier forecasts, your company can also determine which products to offer when, and also which customized and build-to-order products that require specialized components are best to sell when. This greater levels of collaboration with suppliers give your company the ability to be more responsive to customers and fulfill their orders on schedule or early, leading to greater customer satisfaction and invoices paid on time.
Greater Volume Flexibility And Market Responsiveness.
By having an SCM system that can track availability of needed materials by market demand, your company can better plan production and increase manufacturing yield rates. This greater volume flexibility translates into fewer out-of-stock and allocation scenarios for products in high demand.
Minimize Supplier Risks.
The advanced workflows available for supplier onboarding and management in many SCM systems can be configured to support strategic sourcing, second - and third-tier supplier sourcing roles in specific product purchasing strategies and also can index back to supplier quality. All of these factors can also be indexed by supplier financial performance and stability as well. SCM systems can reduce supplier risks significantly when used for strategic sourcing, procurement, and ongoing supplier quality management.
Attain Higher Levels of Sustainability.
There is an increased focus in regulated industries regarding sustainability compliance. From a global context, sustainability and compliance to government-mandated carbon footprint standards and greater adherence to green initiatives are now becoming commonplace across many European nations. SCM systems are now being designed to address compliance to government-mandated clear environmental sustainability global standards. Be sure to ask for references of comparable companies in your industry who are using the SCM systems you’re considering and see how compliance and sustainability efforts are progressing for them.
How to Evaluate SCM Systems.
Selecting the best possible SCM system for your company needs to begin with a clear series of objectives that encompass the core strengths of your business from a supply chain management perspective. As supply chains have the potential to be the strongest differentiator for your company, it’s worth the time to research and determine which solution will be the best aligned with your current processes, products, and programs. There are hundreds of SCM providers selling systems today. Fortunately, SelectHub is here to help.
What’s wrong with your current approach to managing your supply chain?
How well does your current series of systems and processes scale to support new supplier onboarding? Is it possible to benchmark supplier quality today and determine which suppliers have the least defects and best price? How well does your current SCM system streamline purchasing, procurement, and production today? What manual workarounds are you relying on today to get work done that your SCM system needs to automate, especially in the area of supplier enablement and forecasting? Who uses the current SCM system and what are the typical reports they produce? Which departments are everyday users, and which are only using your SCM system occasionally? What are your SCM system’s users trying to achieve by using the solution, and how well can they carry out their goals? Is it possible to re-align the SCM system to reflect the shifting nature of your supply chain on a global scale? Is the system not cost-effective for your current users? Are you paying too much in monthly or annual fees for unused features? Is the SCM system too difficult to use today? Is it challenging to learn? Does the existing SCM system force your company into tasks that the system was purchased to alleviate?
What kind of SCM system will you need?
What features does your SCM system need to break out of doing so many suppliers and scheduling tasks manually? How many suppliers are you working with and how many need to share forecasting data real-time versus in batch mode? Which aspects of your supply chain operations are the strongest? Weakest? Why and how can an SCM system be tailored to turn your weakest areas into strength? What is the most important analytics, metrics and key performance indicators (KPIs) in your supply chain strategy? Are you planning on adding new suppliers to support an entirely new product line and will your existing supply chain processes and systems being able to support the scale needed? How important is it for your SCM system to be integrated into pricing, CRM, ERP and services systems? What’s the current budget for your SCM system and what’s the operating budget? Are you planning on spending for maintenance yearly or going to handle maintenance within your company?
How the SCM system performs once will deployed?
Is your company considering an on-premise or cloud-based SCM system? Who will be responsible for keeping the SCM system up-to-date and be its administrator? What devices will the SCM system need to run on throughout your company? Are you considering having supply chain forecasts shareable across your supplier base to drive collaborative forecasting? How much customization do you expect your SCM system will require before installation? Will the SCM system be able to manage the wide variety of data reports needed to run your business today? How about in a year from now? What support or training will the vendor provide during and after installation? ________________________________________.
SCM Software Provider Needs Assessment / Requirements Gathering.
Every business has a unique set of needs, so the first step in a software selection project is to create a checklist of what your company needs most from an SCM system. There are hundreds of criteria to choose from, but the framework can be broken up into five main categories:
Supplier Relationship Management.
Integrating and connecting with suppliers at the system and process level is the foundation of the Supplier Relationship Management (SRM). The basis of the series of technologies that SRM is based on is designed to streamline interactions with suppliers across the lifecycle of supplier relationships. SRM is the application of CRM concepts into supplier-facing relationships. Look for vendors who can scale across the entire lifecycle of supplier relationships and processes from initial supplier qualification to fulfillment and transition to entirely new product lines.
Distributed Order Management.
The series of technologies that enable SCM systems to orchestrate inbound customer demand successfully and coordinate them with supplier forecasts are distributed order management (DOM) systems. DOMs are prevalent in SCM systems at the platform level as they provide the order execution and fulfillment logic workflows necessary for ordering products to forecast in support of production. This is a must-have in any SCM system that is going to support multiple production locations. Key modules that are included in the DOM architecture that is needed in a multi-location SCM system order promising, inventory management, and visibility, sourcing, execution visibility, inbound and assembly coordination or multisite staging and shipping and inbound management.
Warehouse Management System.
Being able to manage warehouses to optimal performance is another aspect of the best SCM systems available on the market today. A state-of-the-art Warehouse Management System (WMS) supports user-level query and database tools that enable warehouse management and personnel to manage, define and measure distribution and logistics strategies. The most effective WMS modules that are part of a broader SCM platform support optimizing pick, pack and ship operations in addition to replenishment functions. The most effective WMS modules that integrate into SCM systems also support bar coding and advanced material handling technologies including Radio Frequency Identification (RFID). State-of-the-art SCm system supports WMS modules that include all of these specific features and are customizable for specific warehouse workflows.
Transportation Management System (TMS)
At a minimum, the TMS components included in an SCM system needs to include the ability to communicate with external logistics and transportation suppliers. TMS systems are capable of sharing rates, routes, roles and contracts across divisions and with transportation and logistics providers. In addition to these features, TMS modules in SCM systems also support transaction sets that encompass booking, execution, and settlement of transportation costs. Advanced TMS modules also support collaboration at the transaction level and support a common data dictionary and data model.
Demand Management.
Progressing beyond basic statistical forecasting, Demand Management modules in SCM systems today have the ability to integrate with marketing, financial modeling and collaboration across cross-functional teams and selling partners. In evaluating a Demand Management module that is part of a broader SCM system, evaluate how effective the module is by enabling greater levels of demand visibility and synchronization across the value chain. Advanced Demand Management modules also have the ability to enable geographic, demographic and economic inputs into demand forecasts providing an extra level of insight. The rapid adoption of machine learning is enabling this aspect of Demand Management to become more accurate and deliver useful guidance on complex supply chain decisions as a result.
Questions to Ask During SCM Demos.
Please show the workflow for onboarding a new supplier while enabling quality management for inbound inspection data.
This workflow will show how effective the SCM system is in integrating quality management data about suppliers back into supplier profiles. The integration of supplier quality management and supplier profiles needs to be int eh the same database to ensure data accuracy and reporting fidelity. This is also a critical component of a scalable supplier onboarding strategy.
How are forecasts shared from our systems to suppliers?
Providing forecasts across suppliers is essential for supply chain management systems to perform well. Be sure to ask how the forecasts are shared and what security precautions are taken when this level of confidential data is shared across a supplier network.
How can our supplier manager track inventory and shortfall reductions while also tracking costs?
This question is at the center of the analytics and Key Performance Indicators (KPIs) that need to be offered in the SCM system(s) you choose to evaluate. Make sure to ask for inventory traceability and reporting tied to financial reporting so the profit and cost implications of supply chain decisions can be easily tracked. There also needs to be support for financial reporting across the supplier base to provide visibility into supporting suppliers on an going basis. Understanding if suppliers are cost-effective or not also needs to be asked, as there are many instances where suppliers need to be discontinued due to low quality or lack of delivery flexibility.
Does the software integrate data from multiple departments?
When you can combine information from different areas of the business, you can analyze factors like how the latest new product development strategies are impacting supply chain performance. This type of analysis will be able to tell you if you have enough supplier-based and on-hand inventories to support new product introductions. The more complex the trade-offs regarding inventory and product launch decisions, the greater the need for tightly integrated SCM systems with pricing, CRM, forecasting, accounting and service systems.
Will it grow with my business?
If you’re investing in an SCM solution, you don’t want it to be obsolete in a year. Plan to implement software that will last at least ten years. SCM should be scalable. Find out what the limitations are on the scale and reporting capability of your system so you can make an adequate decision about whether the software is right for you.
Choosing an SCM provider is a task that should be given serious consideration. This SCM system comparison is meant to be used as a starting point to guide IT professionals who are tasked with making this decision.
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