John Johnson joined the DC Velocity team in March 2004. A veteran business journalist, John has over a dozen years of experience covering the supply chain field, including time as chief editor of Warehousing Management. In addition, he has covered the venture capital community and previously was a sports reporter covering professional and collegiate sports in the Boston area. John served as senior editor and chief editor of DC Velocity until April 2008.
The market clout Procter & Gamble will wield once its $57 billion bid to acquire Gillette is approved hasn't been lost on Wall Street. To date, most of the discussion has centered on the leverage the mega-corporation (which will surpass Unilever to become the world's largest consumer products company) will have when it comes to dictating prices to retailers.What has often gone unnoted, however, is the effect the merger will have on another area: the emerging world of radio-frequency identification (RFID).
Once the acquisition is completed, P&G will own not just such powerhouse consumer brands as Pringles potato chips, Pampers and (don't squeeze the) Charmin, but Gillette razor blades and Duracell batteries as well. That should give it a great deal of clout with retailers like Wal- Mart and Target going forward. As the sole supplier of products like Mach3 razors and Tide detergent that no self-respecting retailer can afford to be without, P&G will find itself in a position of strength when it comes to discussions about future RFID deployment, such as what products will receive RFID tags and when.
"The interesting thing is it makes the combined enterprises big enough that they should get a significant say in RFID issues in terms of the technology," says Gene Alvarez, vice president of technology research services for Meta Group. "It should enable them to flex their muscles and sit down at the table with Wal-Mart and to manage the expectations of their commitment from RFID."
That's not the only RFID-related advantage the newly enlarged P&G is likely to enjoy. Once it swallows up Gillette, P&G should also have significantly more buying power when it comes to RFID equipment like tags, readers and the integration tools required to support an RFID rollout.
Though the marriage of Gillette and P&G joins two pioneers in RFID technology—they represent two of the three founding members of the Auto-ID Center at the Massachusetts Institute of Technology—combining their RFID systems won't necessarily be a slam dunk. The two companies took different routes to meeting the Wal-Mart RFID mandate —Gillette embraced the technology, investing heavily in equipment, while P&G opted for the more stripped-down "slap and ship" approach. "The most popular question[s] around this entire takeover have been what will happen to the Gillette RFID initiative, and what will happen to the P&G RFID initiative," says Alvarez.
But some dismiss those differences as mere speed bumps. "As far as RFID is concerned, Gillette and P&G have been following a similar path with an equal passion for several years," says Kevin Ashton, vice president of marketing at RFID firm ThingMagic and the former executive director of the Auto-ID Center (now the MIT Auto-ID Lab). "I think they will end up with two strong RFID teams becoming one even stronger team. From a pure RFID point of view, I think [the merger] is nothing but good news."
no more missing golf balls!
Tiger Woods isn't a likely customer, but Radar Golf thinks it will have plenty of takers when it starts marketing its RFIDequipped Radar Golf System this summer. Golf balls manufactured with an RFID chip inside will help golfers find balls hidden by rocks or leaves.
The company's Ball Positioning System (BPS) technology enables a golfer to find a golf ball via a RadarGolf Handheld device. That handheld device is able to communicate with a tiny chip implanted in the core of a golf ball. If the lost ball is within its detection range (up to 100 feet), the handheld device beeps when pointed toward the ball. BPS combines proprietary radio-frequency and golf ball manufacturing technologies to create the RadarGolf System.
"Golfers of all handicaps continue to reserve systems and tell us that they would like to minimize lost ball penalties and spend less time looking for balls," says Steve Harari, chief executive officer at Radar Golf. "We anticipate that by this fall, one or more leading ball manufacturers will elect to include our BPS technology in their golf ball line to gain a competitive edge."
The RadarGolf System will sell for $249, including a dozen golf balls. But if you hit your ball into the lake, you're still out of luck.
The U.S., U.K., and Australia will strengthen supply chain resiliency by sharing data and taking joint actions under the terms of a pact signed last week, the three nations said.
The agreement creates a “Supply Chain Resilience Cooperation Group” designed to build resilience in priority supply chains and to enhance the members’ mutual ability to identify and address risks, threats, and disruptions, according to the U.K.’s Department for Business and Trade.
One of the top priorities for the new group is developing an early warning pilot focused on the telecommunications supply chain, which is essential for the three countries’ global, digitized economies, they said. By identifying and monitoring disruption risks to the telecommunications supply chain, this pilot will enhance all three countries’ knowledge of relevant vulnerabilities, criticality, and residual risks. It will also develop procedures for sharing this information and responding cooperatively to disruptions.
According to the U.S. Department of Homeland Security (DHS), the group chose that sector because telecommunications infrastructure is vital to the distribution of public safety information, emergency services, and the day to day lives of many citizens. For example, undersea fiberoptic cables carry over 95% of transoceanic data traffic without which smartphones, financial networks, and communications systems would cease to function reliably.
“The resilience of our critical supply chains is a homeland security and economic security imperative,” Secretary of Homeland Security Alejandro N. Mayorkas said in a release. “Collaboration with international partners allows us to anticipate and mitigate disruptions before they occur. Our new U.S.-U.K.-Australia Supply Chain Resilience Cooperation Group will help ensure that our communities continue to have the essential goods and services they need, when they need them.”
A new survey finds a disconnect in organizations’ approach to maintenance, repair, and operations (MRO), as specialists call for greater focus than executives are providing, according to a report from Verusen, a provider of inventory optimization software.
Nearly three-quarters (71%) of the 250 procurement and operations leaders surveyed think MRO procurement/operations should be treated as a strategic initiative for continuous improvement and a potential innovation source. However, just over half (58%) of respondents note that MRO procurement/operations are treated as strategic organizational initiatives.
That result comes from “Future Strategies for MRO Inventory Optimization,” a survey produced by Atlanta-based Verusen along with WBR Insights and ProcureCon MRO.
Balancing MRO working capital and risk has become increasingly important as large asset-intensive industries such as oil and gas, mining, energy and utilities, resources, and heavy manufacturing seek solutions to optimize their MRO inventories, spend, and risk with deeper intelligence. Roughly half of organizations need to take a risk-based approach, as the survey found that 46% of organizations do not include asset criticality (spare parts deemed the most critical to continuous operations) in their materials planning process.
“Rather than merely seeing the MRO function as a necessary project or cost, businesses now see it as a mission-critical deliverable, and companies are more apt to explore new methods and technologies, including AI, to enhance this capability and drive innovation,” Scott Matthews, CEO of Verusen, said in a release. “This is because improving MRO, while addressing asset criticality, delivers tangible results by removing risk and expense from procurement initiatives.”
Survey respondents expressed specific challenges with product data inconsistencies and inaccuracies from different systems and sources. A lack of standardized data formats and incomplete information hampers efficient inventory management. The problem is further compounded by the complexity of integrating legacy systems with modern data management, leading to fragmented/siloed data. Centralizing inventory management and optimizing procurement without standardized product data is especially challenging.
In fact, only 39% of survey respondents report full data uniformity across all materials, and many respondents do not regularly review asset criticality, which adds to the challenges.
Artificial intelligence (AI) tools can help users build “smart and responsive supply chains” by increasing workforce productivity, expanding visibility, accelerating processes, and prioritizing the next best action to drive results, according to business software vendor Oracle.
To help reach that goal, the Texas company last week released software upgrades including user experience (UX) enhancements to its Oracle Fusion Cloud Supply Chain & Manufacturing (SCM) suite.
“Organizations are under pressure to create efficient and resilient supply chains that can quickly adapt to economic conditions, control costs, and protect margins,” Chris Leone, executive vice president, Applications Development, Oracle, said in a release. “The latest enhancements to Oracle Cloud SCM help customers create a smarter, more responsive supply chain by enabling them to optimize planning and execution and improve the speed and accuracy of processes.”
According to Oracle, specific upgrades feature changes to its:
Production Supervisor Workbench, which helps organizations improve manufacturing performance by providing real-time insight into work orders and generative AI-powered shift reporting.
Maintenance Supervisor Workbench, which helps organizations increase productivity and reduce asset downtime by resolving maintenance issues faster.
Order Management Enhancements, which help organizations increase operational performance by enabling users to quickly create and find orders, take actions, and engage customers.
Product Lifecycle Management (PLM) Enhancements, which help organizations accelerate product development and go-to-market by enabling users to quickly find items and configure critical objects and navigation paths to meet business-critical priorities.
Nearly one-third of American consumers have increased their secondhand purchases in the past year, revealing a jump in “recommerce” according to a buyer survey from ShipStation, a provider of web-based shipping and order fulfillment solutions.
The number comes from a survey of 500 U.S. consumers showing that nearly one in four (23%) Americans lack confidence in making purchases over $200 in the next six months. Due to economic uncertainty, savvy shoppers are looking for ways to save money without sacrificing quality or style, the research found.
Younger shoppers are leading the charge in that trend, with 59% of Gen Z and 48% of Millennials buying pre-owned items weekly or monthly. That rate makes Gen Z nearly twice as likely to buy second hand compared to older generations.
The primary reason that shoppers say they have increased their recommerce habits is lower prices (74%), followed by the thrill of finding unique or rare items (38%) and getting higher quality for a lower price (28%). Only 14% of Americans cite environmental concerns as a primary reason they shop second-hand.
Despite the challenge of adjusting to the new pattern, recommerce represents a strategic opportunity for businesses to capture today’s budget-minded shoppers and foster long-term loyalty, Austin, Texas-based ShipStation said.
For example, retailers don’t have to sell used goods to capitalize on the secondhand boom. Instead, they can offer trade-in programs swapping discounts or store credit for shoppers’ old items. And they can improve product discoverability to help customers—particularly older generations—find what they’re looking for.
Other ways for retailers to connect with recommerce shoppers are to improve shipping practices. According to ShipStation:
70% of shoppers won’t return to a brand if shipping is too expensive.
51% of consumers are turned off by late deliveries
40% of shoppers won’t return to a retailer again if the packaging is bad.
The “CMA CGM Startup Awards”—created in collaboration with BFM Business and La Tribune—will identify the best innovations to accelerate its transformation, the French company said.
Specifically, the company will select the best startup among the applicants, with clear industry transformation objectives focused on environmental performance, competitiveness, and quality of life at work in each of the three areas:
Shipping: Enabling safer, more efficient, and sustainable navigation through innovative technological solutions.
Logistics: Reinventing the global supply chain with smart and sustainable logistics solutions.
Media: Transform content creation, and customer engagement with innovative media technologies and strategies.
Three winners will be selected during a final event organized on November 15 at the Orange Vélodrome Stadium in Marseille, during the 2nd Artificial Intelligence Marseille (AIM) forum organized by La Tribune and BFM Business. The selection will be made by a jury chaired by Rodolphe Saadé, Chairman and CEO of the Group, and including members of the executive committee representing the various sectors of CMA CGM.