Logistics Viewpoints

A complete analysis of logistics trends, technologies, and services

The New SAP Supply Chain Control Tower

Business Intelligence | By •

SAP’s SAPinsider supply chain conference was held a week and a half ago in Las Vegas. At this conference SAP announced a new product that will be a critical part of their supply chain solution stack – a Supply Chain Control Tower.  Several of ARC’s supply chain software supplier clients have discussed with ARC how their solutions can be used to build control towers (Manhattan Associates Control Tower, C.H. Robinson TMC’s, and JDA’s). Clearly, the term “control tower” is used in many ways by software suppliers.

SAPscmStack

SAP Supply Chain Solution Stack

Two of our supply chain software clients have also talked about how play books can be used to make better supply chain decisions (JDA’s playbook, IBS’s).  What is interesting is that SAP’s conception of what a proper supply chain control tower should look like now includes the idea of a playbook, even though they don’t use that term. Partly for that reason, SAP’s “control tower” is the market’s broadest and deepest conceptualization of this term.

The SAP control tower incorporates end-to-end visibility. SAP understands that the best end-to-end visibility solutions are built upon a many-to-many, public cloud architecture that is built with common network master data.  SAP intends to leverage the Ariba Network to build out the visibility portion of this solution.

The idea behind a playbook is that businesses need to plan, but businesses also need to adjust plans based upon unexpected surges or shortfalls in demand and changing supplier capabilities.

An analogy can be made to professional football. A team starts with a play that is called in the huddle, in this case a wide receiver running a post. But professional football teams are able to adjust that play based upon what the defense is doing. So if the opposing team’s safety has moved closer to the line of scrimmage (potential blitz), and the corner-back is playing up on the line of scrimmage (in order to jam the receiver coming off the line), then the play as called will not work unless key players – the quarterback, the receiver, and the fullback – see what is happening and are working off the same playbook. If the offense can execute – the receiver beats the jam and runs straight down the field, the fullback picks up the blitz by blocking the safety before he can get to the quarterback, and the quarterback throws an accurate long ball – then potential disaster turns into a score.

Similarly, it is nice for a supply chain solution to have alerting capabilities. But those alerts serve a limited purpose unless key players across the enterprise or even extended supply chain are working off the same playbook.  So for example, if demand for key products exceeds the forecast, one playbook adjustment may be to cancel a planned promotion. But to “score,” the marketing, procurement, and warehousing team members all need to properly execute that play variation.

The SAP solution set allows for alternative scenarios to be examined in their Integrated Business Planning application. After the right response is determined, a history of the logic that went into why that is the best of different alternative responses can be stored.

Once the proper playbook response is developed for a particular type of situation, the business process for responding to that situation can be defined in the control tower. The control tower has capabilities for business process definition and enforcement, social media style collaboration tools, and role definition (defined responders to the problem).  Thus, when a particular playbook response is defined – cancel a planned promotion – the responders are defined and the proper marketing executives have the ability to drill down from the control tower to the promotion management or marketing applications where the proper adjustments can be made.

SAP has a great vision. Now they must execute on that vision.  There are hurdles.  The ability to provide advanced visibility will be related to the size of their supply chain community.  Acquisitions to build their network may be called for. The platform will need to include network master data that is not currently part of the solution set. Finally, the visibility component must mirror the kind of value-based pricing common among other providers of supply chain visibility in order to be successful.

This Week in Logistics News (October 21-25, 2013)

This Week in News | By •

“Did you come to Denver to plant mango trees?” the taxi driver asked me shortly after we left the airport. He had a thick accent, so I thought I had misunderstood his question. “Excuse me?” I said leaning forward, and so he asked me again, “Did you come to Denver to plant mango trees?”

The taxi driver was originally from the Congo, and his younger brother had come to America too, and he did well for himself. The brother bought a large parcel of land, built a large house on it, and with every child born to him and his wife, he planted a mango tree. “In a few years,” the younger man explained to his brother, “the trees will start to produce fruit, which I will sell and save the money to help pay for my children’s education in the future.”

“In that case, yes, I have come to Denver to plant mango trees,” I told the taxi driver, and he glanced back at me with a smile, and then he faced the long road ahead, and I turned my head and looked at the snow-capped mountains in the distance, and for a minute or so, we sat there in silence, strangers again.

—

Aside from Q3 financial results, it was a relatively quiet week for news.

Manhattan Associates and SAP both reported Q3FY13 financial results this week. What was the common thread between them, aside from reporting increases in total revenues? The ongoing decline in license revenue.

Manhattan Associates reported record Q3FY13 revenue of $107.8 million, up 12.5 percent from Q3FY12. License revenue, however, decreased 8.6 percent in the quarter compared to the same period a year ago. Through the first nine months of 2013, total revenue is up 9.3 percent and license revenue is down 4.2 percent.

Meanwhile, SAP reported a 23 percent increase in Q3 net profit compared to a year ago, but total revenue increased only 2 percent (due in part to currency fluctuations), while software license revenue dropped 5 percent overall, and down 13 percent in the Americas and 9 percent in Asia.

It took more than a decade, but it seems to me that growth in recurring revenues, specifically from cloud and software-as-a-service offerings, is replacing growth in license revenue as the primary measure of a software company’s health.

On the 3PL front, Ryder reported third quarter revenue of $1.63 billion, up 4 percent from the same period last year. The company’s Supply Chain Solutions business segment posted strong results, with operating revenue (revenue excluding subcontracted transportation) up 9 percent compared to Q3FY12. According to the press release, “SCS operating revenue grew as a result of new sales and higher volumes. The Company saw strong growth in industrial, consumer packaged goods/retail, and high tech industry vertical groups. In particular, dedicated services saw strong double-digit growth, driven by increased customer outsourcing activity.” Looking forward, Ryder’s Chairman and Chief Executive Officer Robert Sanchez said, “We expect our Supply Chain Solutions business to continue to grow, driven by strong new sales and customer volumes. In particular, we anticipate strong ongoing performance in dedicated services driven by both secular outsourcing trends and our sales initiatives.”

Earlier this year on Talking Logistics, I interviewed Sonney Jones from Dal-Tile Corporation and Ben Enriquez from Transplace Mexico about the collaborative transportation project that earned their team — which also included members from Whirlpool and Werner Ladder — the 2012 Council of Supply Chain Management Professionals’ (CSCMP) Supply Chain Innovation Award. Building on the success of that initiative, Transplace announced this week the expansion of its TransMATCH co-shipping service that “offers the opportunity to consolidate freight through collaboration with multiple shipper companies and increase delivery frequency to targeted customers without increasing costs.” Here are some excerpts from the press release:

Collaboration has long been a focus in the transportation industry, but the realization has been a challenge because of the manual processes and lack of scalability. Transplace has worked with its partners to provide a solution with technology for automation and reporting, allowing for scalability, visibility and velocity in the market.

 

“Transplace has helped consumer packaged goods customers in the TransMATCH program [including Clorox, Colgate-Palmolive, Del Monte Foods] find the right partners and optimize freight, providing an innovative and valuable service to retail companies,” said Transplace Operations Vice President Mark McEntire.

 

McEntire added: “The current TransMATCH program was borne out of our annual CPG Summit, where our customers review logistics needs, share visions for industry progress, and give Transplace guidance on how we can help them grow and improve their businesses. We listened to what they said, developed the technology, process and team to execute their vision, and we are now rolling it out on a broader scale.”

Are we finally reaching the tipping point on collaboration, where companies are not just talking about collaboration, but actually taking action on it? Check out my thoughts on the barriers to collaboration and how to overcome them.

And on that note, have a happy weekend!

Song of the Week: “Cab” by Train



Note: Ryder is a Talking Logistics sponsor.

This Week in Logistics News (October 7-11, 2013)

This Week in News | By •

There’s lots going on today, so let’s go straight to the news.

The Bureau of Transportation Statistics’ (BTS) Freight Transportation Services Index (TSI) reached its second highest level in history in August, rising 0.4 percent in August from July, and increasing 3.4 percent from August 2012. Here’s some analysis from the press release:

The Freight TSI has increased in eight out of the last 10 months, growing from 108.4 to 114.8, an increase of 5.9 percent since October 2012. Most of the increase was in trucking and rail intermodal.

The 10-month growth is consistent with steady growth in Gross Domestic Product, industrial production and employment over the same time period. The growth in the economy has come particularly from housing, autos and energy, sectors that generate relatively large amounts of freight tonnage.

Meanwhile, the annualized turnover rate at large truckload fleets rose two percentage points to 99 percent in the second quarter of 2013, according to the latest edition of American Trucking Associations’ Trucking Activity Report. “Continued high turnover shows that the market for qualified, experienced drivers remains extremely tight,” ATA Chief Economist Bob Costello said. “The continued improvement in the freight economy, coupled with regulatory challenges from the changing hours-of-service rule and CSA will only serve to put a further squeeze on the market for drivers.”

A few months ago, I said that the real test regarding the impact of HOS and CSA will come in the fourth quarter. Here we are. The early signs are a bit concerning, but let’s look back in January and see how we did.

The U.S. government shutdown is having an impact on global trade. Although Customs is mostly staffed during the shutdown, many other agencies involved in global trade have reduced staffs and closed websites. Here are some excerpts from a Wall Street Journal article published this week:

More than 40 government agencies, including the EPA, the Department of Agriculture and the Department of Commerce, are involved in trade shipments, said [Marianne Rowden, president of the American Association of Exporters and Importers]. Fourteen agencies have “release and hold” authority that trumps clearance from U.S. Customs and Border Patrol, she said.

Last Thursday, a website run by a Commerce Department bureau suddenly shut down…The Bureau of Industry and Security site is used by sellers of high-tech goods that are subject to export controls, particularly those with encryption capabilities that could interfere with the government’s intelligence-gathering. Licenses often are required to export equipment used to make semiconductors, particularly advanced chips that can have military applications.

On the technology front, SAP announced the SAP® Customer Activity Repository application, “a new retail data repository powered by the SAP HANA® platform…intended to support retailers in becoming more customer-centric by bringing together customer, sales and inventory information from siloed applications.” Here are some additional details from the press release:

SAP Customer Activity Repository aims to empower retailers with consumer insights by consolidating customer interactions from stores, online and mobile channels with insight from social media feedback such as Twitter or Facebook posts [emphasis mine]. The information shall act as the basis for a “single source of truth” to help retailers optimize branding, marketing, promotions, pricing, merchandising, inventory management processes and more.

General availability of SAP Customer Activity Repository is planned for the first quarter of 2014.

There’s been a lot of buzz and hype lately about performing sentiment analysis on social media posts and integrating the output with enterprise data to get a more complete and real-time pulse on demand. I’m glad to see that SAP plans to leverage insight from social media posts in its application, but how well and valuable this information turns out to be in practice remains to be seen.

In other technology news, HighJump Software announced that its TrueCommerce EDI Solutions Group has partnered with AdvancePro Technologies (APT), a provider of inventory management software, which will “enable AdvancePro customers to process EDI purchase orders like any other orders, without the need to manually manage or rekey EDI documents. Even invoices and Advance Ship Notices (ASNs) can be exported from AdvancePro and sent to trading partners using TrueCommerce EDI.”

Connectivity — it isn’t sexy, but it’s vital to executing supply chain processes.

Natural gas is having a growing impact on logistics and supply chain management, which is why it’s one of the “mega trends” we will discuss at the CSCMP Annual Global Conference later this month. The news from UPS this week is yet another example. The company announced that it plans to invest about $50 million to build an additional nine liquefied natural gas (LNG) fueling stations, bringing the total number of stations to 13. According to the press release, “The enhanced LNG fueling infrastructure will support the operation of approximately 1,000 UPS LNG tractors that will displace more than 24 million gallons of diesel fuel annually.”

And finally, retailers in the UK are also viewing same-day delivery as a competitive differentiator. AO.com, which sells kitchen appliances, is now offering same-day delivery of refrigerators and cookers (customers are charged a £29.99 fee). Here’s an excerpt from the Financial Times article:

John Roberts, the chief executive and founder of [AO.com], said: “Research was coming back from customers saying they wanted same day service.”

The change was not simple. AO.com had to rejig its delivery infrastructure across the UK, but Mr Roberts is confident that the move would drive sales volume [emphasis mine]. “The customer can order in the morning and not have to take any time off work. The not having to take time off work is a good offset for £30.”

Mr. Roberts has a good reason to be confident. As Steve Banker wrote about earlier this year, “Amazon found that merely displaying an icon touting same-day availability increased conversions by 20 to 25 percent! Interestingly, of those Amazon shoppers who saw the icon and then made a purchase, most of them ended up not using same-day delivery, opting instead for next-day delivery.” In case you’re wondering, AO.com also offers next-day delivery for a lower fee of £9.99.

And with that, have a happy weekend!

Song of the Week: “Paddling Out” by Miike Snow (“There’s someone here who laughs too hard at everything”).

Note: HighJump Software is a Logistics Viewpoints sponsor.

This Week in Logistics News (September 9-13, 2013)

Supply Chain Risk Management | By •

Document less, experience more. That was the key takeaway from a great HBR article by Daniel Gulati published in April 2012. I was reminded of that article when I came across the video below this week, which saddened me and made me realize that I need to work harder on keeping my phone in my pocket.

Moving on, here’s the news from the past two weeks that caught my attention:

Descartes reported Q2FY14 revenues of $38.2 million, a 25 percent year-over-year increase. Revenues for 1HFY14 are up 20 percent compared to the same period a year ago. Over the past eight years, the company’s quarterly adjusted EBITDA has experienced a CAGR of 36 percent.

While Descartes’ financial results (driven both organically and via acquisitions) are impressive, the metric that most interests me, as an advocate of Supply Chain Operating Networks, is that more than 147,000 parties are connected to its Logistics Technology Platform exchanging more than 4.5 billion messages each year. To paraphrase the old Verizon Wireless ad campaign, I believe “It’s the network” that will increasingly differentiate supply chain and logistics solution providers moving forward.

In other technology news, LLamasoft introduced “multi-objective optimization technology that enables businesses to analyze the trade-offs between multiple supply chain objectives for faster, more informed decision making.” Here are some more details from the press release: 

Multi-objective optimization is an integrated tool within LLamasoft Supply Chain Guru supply chain modeling software that allows users to quickly view the trade-offs between [supply chain design] objectives in order to select the best solution.

 

Using a simple user interface [emphasis mine], the tool automates the analysis of trade-offs across 19 available objectives. Multi-objective optimization automatically optimizes to and provides insight into any two best solutions, such as lowest cost and best service, then quickly presents the trade-off analysis between the two.

Historically, these types of optimization tools were limited strictly to power users because of the specialized knowledge required to use them effectively. However, LLamasoft and others are now focusing to make these solutions more accessible to a broader range of business users, and they are starting by innovating the user interface (see “Will Supply Chain Software Vendors Start Competing on Design?”).

I keep making the case that companies need to rethink supply chain risk management — i.e., embed risk within their corporate DNA, and make conversations about risk as common as conversations about cost and service. The good news is that new solutions and services continue to emerge in this area. This week, for example, Resilinc introduced EventWatch™ Professional, “a new supply chain risk management service providing 24×7 monitoring and detection of global events that threaten to disrupt supply chains worldwide.” According to the press release: 

Resilinc monitors thousands of global news sources, identifies critical supply chain developments, and then filters, researches and notifies clients regarding potential supply chain threats. Intelligent filtering capabilities eliminate redundant notifications and reduce time spent on non-supply chain impactful events.

 

Resilinc EventWatch monitors more than 25 different types of disruption events ranging from catastrophic global crises, such as earthquakes, hurricanes and floods, to isolated incidents such as factory fires and port and labor strikes, as well as government regulatory actions.

Speaking of supply chain risk management, one of the greatest risks companies face is not having a detailed understanding of their end-to-end supply chain. In other words, companies are often blindsided by “I didn’t know that” situations, such as unauthorized factories making products for them (see WSJ article, “Why Retailers Don’t Know Who Sews Their Clothing”). That was one of the topics I discussed yesterday in my Talking Logistics episode, “Why Supply Chain Visibility Remains an Elusive Goal.” Shortly after the episode ended, I came across a Reuters article about Land’s End investigating a report that some of its clothing is being manufactured in North Korea, which is against U.S. law. According to the article: 

NK News reported on Thursday that at least five dress shirts branded with Lands’ End labels — but displaying “Made in China” tags — were seen on a rack at North Korea’s Sonbong Textile Factory in June.

 

Lands’ End said “it is too early to say” whether it is a case of counterfeiting or a supplier outsourcing manufacturing into another country, spokeswoman Michele Casper said.

Like I said yesterday, unless you invest the time, money, and resources to fully map your end-to-end supply chain, you will always have blind spots in your supply chain, no matter how fancy a supply chain visibility tool you implement.

And with that, have a happy weekend!

Song of the Week: “Counting Stars” by OneRepublic

Note: Descartes and LLamasoft are Logistics Viewpoints sponsor.

Guest Commentary: Benefiting From the Big Market Shift in Supply Chain Execution

Guest Commentary | By •

Over the past few years, there has been a shift in the supply chain execution (SCE) software marketplace. Or to borrow from a popular, but old automotive advertising campaign, “This is not your father’s” SCE software market.

During the 90’s, we saw the rise of the regionalized, niche application software companies, also known as “best of breed” software vendors. These niche, specialized software vendors saw a need and invested in developing robust functionality to support distribution and transportation operations. These applications became known as Warehouse Management (WM), Transportation Management (TM) and Labor Management (LM) Systems. A few of these niche SCE software vendors eventually emerged as leaders, growing both organically and strategically through acquisitions. And as they grew, they began to add to their suite of SCE applications, bringing to market Distributed Order Management, Slotting, Third Party Billing, Event Management, Dashboards and Reporting that could be used in conjunction with their WM, LM and TM offerings.

While these niche or best of breed vendors were focused on supply chain execution (SCE) applications, the Enterprise Resource Planning (ERP) software vendors were focused on developing robust functionality for running the complete, global operations of Fortune 1000 companies. Similar to the SCE market, a few software providers emerged to lead the ERP market. These ERP software companies are now referred to as the MegaSuite vendors, with “deep pockets” for R&D and strategic acquisitions.

Several years ago these ERP/MegaSuite vendors realized their customers could drive out costs and increase efficiencies through the use of tightly integrated supply chain management and execution software suites. These software offerings would also further enhance their revenue and better serve customers. So through R&D or acquisition, they developed and tightly coupled SCE applications (WM, TM, LM, Slotting, etc.) into their product suite that are on par with the leading SCE niche software vendors. Moreover, certain MegaSuite vendors have architected their entire software application platform including SCE to support the complexities of “big data” and mobility, a significant advantage now and one that will be even more important in the future.

So why is this background relevant? Many industry veterans feel the “tipping point” has been passed – i.e., the MegaSuite vendors have emerged as leaders in the SCE market. Need proof? The proof is in the numbers. ARC Advisory Group just issued a couple of research reports on the market shares in the WMS and TMS markets that documents this shift. These developments have produced a major shift in the SCE market, acknowledged by analysts and the media alike. You can read more about this shift in the recently-published Modern Materials Handling article by Bob Trebilcock.

How does this shift in the SCE market affect your search for SCE applications? The SCE software vendor evaluation process from late 90’s and early 2000’s usually consisted of a “bake-off” between the top niche software vendors and a detailed technical evaluation of the interface strategy between the niche SCE application and the “host” system. This process was long, complicated and often times just a “beauty contest” among the vendors. The shift in the market has led to a more cost effective approach by building on to the existing platform foundation for an SCE project. Yes, just as it was a decade or so ago, it is important to establish the project’s business case and document the detailed requirements. But now you can validate a single vendor’s SCE functional fit to your requirements and limit your evaluation options. In many cases this single vendor is the company’s stated corporate standard for IT platforms. This process of validation, rather than evaluation, can reduce the overall time and costs spent to make a strategic decision for your organization and allow you to hopefully better leverage your existing investments.

So, if you’re in the process of considering deployment of SCE applications in the next 18 months, remember the shift in the market and determine how you can best take advantage of it.

John Sidell is a Principal and Co-Founder of New Course, LLC, a supply chain execution consulting firm and an SAP partner. John has been active in the supply chain technology and consulting market since the late 1980’s. John is well known within the supply chain marketplace as a thought leader and active member of the speaking circuit. He has given many presentations at industry events such as DC EXPO, Frontline, MHIA, APICS, Promat, and CMSCP Annual Conference. John currently serves on the advisory board for several consulting and technology related companies as well as provides growth and exit strategy consulting services to growing companies.

This Week in Logistics News (July 15-19, 2013)

Mergers-Acquistions | By •

99_degreeI passed on spending $1100 to fix my car A/C, so I’ve been driving around with the windows down this summer. When you have Cuban blood, 99 degrees is nothing to complain about (although I reserve the right to change my mind).

In this week’s news, new products and services and a couple of acquisitions top the list.

Con-way Freight announced this week that it has enhanced its Mexico service offering with the introduction of real-time, door-to-door online tracking, a 24-hour Customer Resource Center and new web tools for tendering and managing shipments moving to and from Mexico. As I’ve commented in previous postings, if you are a 3PL or transportation company and you’re not involved in cross-border shipping with Mexico, then you are missing out on a growing business opportunity (see Reuters article from December 2012). Based on the comment below from the press release, Con-way is making these enhancements in response to increased customer demand for Mexico services:

A recent survey of Con-way’s customers showed that with increased NAFTA traffic, and more manufacturing being shifted from Asia to Mexico, the provision of fast, efficient and simplified services, coupled with enhanced door-to-door visibility to shipments, is increasingly a requirement for today’s fast-response demand cycles.

On the technology front, LLamasoft announced the release of Data Services, “a new offering that provides reference and benchmark data to LLamasoft customers and others in the supply chain design community…[this data] enables significant reduction in model building time and validates model outputs against realistic standards.” Here are some additional details from the press release:

Data Services data sets will include mode-specific transportation costs and transit times, facilities cost estimates, demographics, risk metrics, duties and taxes, sustainability metrics and others. Users can access Data Services initially through an Excel macro interface with future direct connections planned to LLamasoft supply chain modeling software such as Supply Chain Guru and Transportation Guru, or through a Web-based interface. Source data is a combination of reference and benchmark data from third parties as well as econometric models and formulas.

Meanwhile, Oracle announced the general availability of two new Oracle In-Memory Applications for Oracle Value Chain Planning: Oracle In-Memory Consumption-Driven Planning and Oracle In-Memory Performance-Driven Planning. According to the press release:

Oracle In-Memory Consumption-Driven Planning helps organizations understand and respond on a daily basis to true end-customer demand thus helping to reduce bullwhip effect and to improve on-shelf availability and inventory turns.

 

Oracle In-Memory Performance-Driven Planning helps organizations analyze and plan massive amounts of supply chain data and get better, more timely business insights to simulate multiple real-time scenarios in order to improve decision making and reduce risk.

The merging of supply chain software and trading partner connectivity continues, with HighJump Software announcing this week that it has acquired Evenex, a provider of business-to-business integration solutions. Evenex has “over 3,000 customers exchanging more than 375,000,000 documents every year and is the leading and preferred business-to-business integration provider in Denmark.”

Last-mile logistics is a niche segment of the 3PL market that is starting to heat up, as evidenced by XPO Logistics’ announced acquisition of Atlanta-based 3PD — “the largest non-asset, third party provider of heavy goods, last-mile logistics in North America” — for about $365 million. Here are some additional details from the press release:

3PD reported year-over-year growth in adjusted EBITDA1 of 20 percent and 36 percent for the full year 2012 and the first five months of 2013, respectively; and trailing 12 months revenue of $319 million through May 31, 2013.

 

3PD provides blue chip retailers with customized solutions tailored to their supply chain needs, and serves small and mid-sized shippers by matching them to carriers on a transactional basis. The business has differentiated itself through its ability to assure a superb customer experience using proprietary technology and industry-leading process management.

And finally, UPS raised a red flag by lowering its full-year EPS expectations. “Overcapacity in the global air freight market, increasing customer preference for lower-yielding shipping solutions, and a slowing U.S. industrial economy drove revenue and operating profit below expectations [in Q2 2013],” said the company in the press release. “In addition, UPS experienced some slowing in package volume growth as a result of labor negotiations.”

Will the growing trend of retailers fulfilling online orders from stores negatively impact UPS and FedEx in the future? A Reuters article published this week raises this question, and it includes the following quote from Joel Anderson, president of walmart.com:

“We are at least two zones closer [to the customer] by utilizing the stores,” Anderson said. “The closer we can inject the order into our network, the more this saves the customer time and reduces what it will cost us to get it to the customer.”

I wonder if Mr. Anderson is factoring in the difference in labor costs between stores and distribution centers in his calculation, as well as the cost of transporting the goods to the stores in the first place.

And with that, have a happy weekend!

Song of the Week: “Safe and Sound” by Capital Cities.

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