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To support cost reduction projects creating reverse and forward e-auction. E-ihale ve elektronik ihale süreçleri konusunda danışmanlık.

Supply chain tokens

Supply chain projects like OriginTrail, Waltonchain and Wabi have rallied in excess of 250% as blockchain interoperability comes into focus.

Over the last few weeks, blockchain projects focused on supply chains and logistics have seen tremendous growth as the coronavirus-induced economic gridlock begins to loosen and future concerns related to the global pandemic subside.


OriginTrail is a self-described “ecosystem dedicated to making global supply chains work together by enabling a universal, collaborative and trusted data exchange.”

The project was established in 2011 with the goal of providing enterprise users with the ability to streamline their supply chains with added data protection and item tracking features.

Currently, the project has partnerships with big-name companies like Microsoft, Walmart and Oracle.


Waltonchain is focused on creating an ecosystem that combines blockchain, RFID technology and the Internet of Things in order to enhance operational efficiency for supply chain use cases.

One recent major development that may have kicked off WTC’s current rally was the successful upgrade of the protocol’s cross-chain center, which enables interactions between data on different blockchains, including Ethereum and Fabric.

Waltonchain is another supply chain-focused protocol 


Wabi is a supply chain ecosystem that connects brands and consumers by enabling the seamless, fair, confidential exchange of information.

Currently, the protocol is preparing to launch a new business-to-business marketing solution with a focus on markets based in Asia. 

The reopening of supply chains after a year of disruptions brought on by the COVID-19 pandemic appears to be the most significant factor connected to the future success of Wabi and other supply chain and logistics-focused platforms.

On a sectorwide level, interoperability with other blockchain platforms has been one of the primary drivers of the rally among supply chain projects in 2021. As the global economy begins to open back up and supplychains are reestablished, platforms that facilitate smooth global trade could see further upside. 

source: https://cointelegraph.com/news/supply-chain-tokens-see-triple-digit-gains-as-the-global-economy-recovers

Foot Locker cites port congestion for nearly 24% drop in inventory

  • Foot Locker is working to reroute its cargo in an attempt to avoid port congestion. Port delays reached two to three weeks in some cases and affected the company’s inventory levels in Q4, CEO Dick Johnson said on the company’s most recent earnings call.
  • Chief Financial Officer Lauren Peters said port congestion was one of the issues, along with store closures, that led to a 2.7% year-over-year drop in sales in the quarter.
  • “Once the product gets into our portion of the supply chain, you know I feel really confident that our team can move through the inventory and get it in the right place very quickly,” Dick Johnson said. “We think that [inventory] will start to normalize over the quarter.

Foot Locker’s inventory was down 23.6% at the end of Q4, as port delays have lengthened lead times for shippers and bottlenecked cargo.

“With respect to our inventory position, although we achieved our goal of being at a healthy composition by the end of the fiscal year, our levels are lower than we would like,” Peters said.

Dick Johnson said the company is working to improve its inventory as it expects to see strong demand in the quarter — especially given the stimulus bill that passed after the company’s earnings call.

“We’re working with our vendor partners to look for alternative routing,” Dick Johnson said in relation to port congestion and inventory levels.

Figuring out alternative ports of entry is a step multiple shippers are taking to avoid congestion at gateways, such as the ports of Los Angeles and Long Beach.

Source: https://www.supplychaindive.com/news/foot-locker-port-congestion-inventory-retail-ocean-shipping/596270/

Israeli startup takes 3D printing out of the workshop and into the factory

In America, where dentists are turning to digital technology to provide better services for patients, refrigerator-sized machines created by Israeli startup Nexa3D print dental retainers, night guards and other accessories that used to require multiple molds of patients’ teeth and hours of lab work. The new method is faster and often results in better-fitting products.

Nexa3D’s NXE400 ultra-fast printer increases productivity by 20 times compared to competitors and is set to transform 3D printing from a tool for prototype designers to a fully fledged industrial machine operating at production scale. The step change promises to transform the 3D printing industry in the same way broadband internet replaced dial-up.

Dentistry is just a small part of Nexa3D’s business, which spans carmakers, entertainment and industry. In a matter of hours, Nexa3D’s printers in factories around the world, aided by innovative software, transform soft resin into car parts, protective face shields, drones and countless other objects.

When BMW opened its Additive Manufacturing Campus in June 2020, a NXE400 was prominently on display

Additive manufacturing is already an integral part of our worldwide production system today, and established in our digitalisation strategy,” said BMW’s Milan Nedeljković. “In the future, new technologies of this kind will shorten production times even further and allow us to benefit even more fully from the potential of toolless manufacturing.”

The sector is becoming a hot target for investors. Desktop Metal, which specializes in 3D printing of metal and composite parts, went public via a $2.5 billion SPAC in December and is now valued at more than $5 billion. Two more companies, 3D Hubs and EnvisionTEC, were acquired in January 2021.

German manufacturing giant Siemens signed a partnership deal with Nexa3D in September, and will soon begin integrating the printers into its factories.

“We are very pleased to join forces with Nexa3D and together unleash the power and potential of our products to create more resilient and sustainable supply chains,” said Tim Bell, head of Additive Manufacturing at Siemens.

source :https://www.timesofisrael.com/spotlight/israeli-startup-takes-3d-printing-out-of-the-workshop-and-into-the-factory/

Three Uses Of Automation Within Supply Chain 4.0

The increased availability of advanced technologies has revolutionized the traditional supply chain model. Supply Chain 4.0 responds to modern customer expectations by relying heavily on the Internet of Things (IoT), advanced robotics, big data analytics, and blockchain. These tools enable automation and thus give organizations a chance to close information gaps and optimally match supply and demand.

Industry giants like Netflix, Tesla, UPS, Amazon, and Microsoft rely heavily on automation within their supply chain to lead their respective industries. Let us take a closer look at three powerful automation use cases.

1. Managing demand uncertainty

A painful aspect of supply chain ecosystems is the demand uncertainty and the inability to accurately forecast demand. Generally, this leads to a set of performance issues, from increased operational cost to excess inventory and suboptimal production capacity. Automation tools can forecast demand, remove uncertainty from the equation, and thus improve operational efficiency at each step along the supply chain.

Big data analytics is an established tool that helps organizations manage demand uncertainty. It consists of data collection & aggregation infrastructure combined with powerful ML algorithms, designed to forecast demand based on historical (or even real-time) data. Modern storage solutions (such as data lakes) make it possible to aggregate data from a variety of sources: market trends, competitor information, and consumer preferences. 

Machine learning(ML) algorithms continually analyze this rich data to find new patterns, improve the accuracy of demand forecasting, and enhance operational efficiency. This is the recipe that Amazon uses to predict demand for a product before it is purchased and stocked in their warehouse. By examining tweets and posts on websites and social media, they understand customer sentiments about products and have a data-based way to model demand uncertainty. 

The good news is that such powerful analytics tools are not restricted to industry giants anymore. Out-of-the-box solutions (such as Amazon Forecast) make such capabilities widely available to all organizations that wish to handle demand uncertainty. 

2. Managing process uncertainties

Organizations operating in today’s supply chain industry need to handle increasingly complex logistic processes. The competitive environment, together with ever-increasing customer expectations make it imperative to minimize uncertainties across all areas of supply chain management

3. Synchronization among supply chain partners and customers

Digital supply chains are characterized by synchronization among hundreds of departments, vendors, suppliers, and customers. In order to orchestrate activities all the way from planning to execution, supply chains require information to be collected, analyzed, and utilized in real-time. A sure way to achieve a fully synchronized supply chain is to leverage the power of automation. 


Northvolt becomes 3rd battery cell supplier to BMW

The BMW Group has signed a long-term supply contract for battery cells with the Swedish company Northvolt. The deal is worth two billion euros. Northvolt will start manufacturing the cells in 2024 in its Gigafactory in Skellefteå, currently under construction.

The Swedish company is already the third supplier to the Munich company after CATL and Samsung SDI. For BMW, the multi-supplier strategy is to establish global competition within the Group’s network, according to press information. Andreas Wendt, member of the Board of Management of BMW AG responsible for Purchasing and Supplier Network, explains this way, they ensure “we always have access to the best possible cell technology”.

BMW said nothing about the term of the contract with Northvolt, which also supplies Volkswagen. The Nortvolt-Volkswagen deal sees them building a cell factory in Salzgitter at the moment. BMW, however, only assembles the batteries for its electric vehicles at its facilities in Germany, China, the US and Thailand, but buys the cells from said partners.

source: www.electrive.com

How Procurement Can Help Reduce Supply Chain Risk

The modern supply chain is facing some unprecedented challenges right now, and procurement is in a prime position to be able to help solve some of these issues while also reducing overall supply chain risk for their organizations. In “Risk, resilience, and rebalancing in global value chains, McKinsey Global Institute covers a lot of ground on the supply chain risk front, but also singles out a few key realities that companies are facing and the steps they can take to mitigate risk.

After analyzing 23 different industry value chains to assess their exposure to specific types of shocks, the research firm found that supply chain “shock” varies according to industry. Aerospace and semiconductors, for example, are susceptible to cyberattacks and trade disputes, because of their high level of digitization, R&D, capital intensity and exposure to digital data flows.

Some of the key procurement-related findings in McKinsey’s report include:

  • Shocks inevitably seem to exploit the weak spots within broader value chains and specific companies. “An organization’s supply chain operations can be a source of vulnerability or resilience,” it points out, “depending on its effectiveness in monitoring risk, implementing mitigation strategies, and establishing business continuity plans.”
  • Some of these vulnerabilities are inherent to a given industry; the perishability of food and agricultural products, for example, means that the associated value chains are highly vulnerable to delivery delays and spoilage.
  • Industries with unpredictable, seasonal and cyclical demand also face particular challenges. Makers of electronics must adapt to relatively short product lifecycles, and they cannot afford to miss spikes in consumer spending during limited holiday windows.
  • Other vulnerabilities are the consequence of intentional decisions, such as how much inventory a company chooses to carry, the complexity of its product portfolio, the number of unique SKUs in its supply chain, and the amount of debt or insurance it carries. Changing these decisions can reduce—or increase—vulnerability to shocks.
  • Companies’ supplier networks vary in ways that can shape their vulnerability. For example, spending concentrated among just a few suppliers may make it easier to manage them, but it also heightens vulnerability should anything happen to them.

Complexity isn’t a Weakness

Buyers should also understand that supply chain vulnerabilities often stem from the structure of supplier networks in a given value chain. “Complexity itself is not necessarily a weakness to the extent that it provides companies with redundancies and flexibility,” McKinsey points out, “But sometimes the balance can tip. Complex networks may become opaque, obscuring vulnerabilities and interdependencies.”

For example, a large, multinational company may procure goods from hundreds of different tier-one suppliers. Each of those tier-one suppliers in turn can rely on hundreds of tier-two suppliers. “The entire supplier ecosystem associated with a large company can encompass tens of thousands of companies around the world when the deepest tiers are included,” McKinsey points out.

Finally, the number of tiers of participating suppliers can hinder visibility and make it difficult to spot emergent risks. As a result, “suppliers that are dependent on a single customer can cause issues when demand shocks cascade through a value chain,” the firm notes.

Improving Resilience

On a positive note, McKinsey says that 93% of supply chain leaders are currently taking steps to make their supply chains more resilient. Some of the strategies they’re using include:

  • Building in redundancy across suppliers
  • Nearshoring their manufacturing operations
  • Reducing the number of unique parts that they use to build their products
  • Regionalizing their supply chains

“Most companies are still in the early stages of their efforts to connect the entire value chain with a seamless flow of data,” says McKinsey, which sees digital as a vehicle that can deliver “major benefits to efficiency and transparency that are yet to be fully realized.”

source: https://www.sourcetoday.com/

Lego is making 13,000 face visors

Denmark-based toymaker Lego recently announced on Instagram that it had begun producing protective visors for front-line healthcare workers in its home country.

The company has modified some of its molding machines to manufacture Personal Protective Equipment (PPE).

This week we began to make visors at our factory in Billund for healthcare workers on the frontline in Denmark,” the company said. “We are so incredibly proud of the team who made this happen.”

The visors have a simple design, which was drafted out by Lego employees with the help of representatives from Denmark’s healthcare sector.


Satın alma için yıllık tasarruf hedefi

Birçok satın alma organizasyonu, yılın ikinci yarısı başlayınca aynı meydan okumayla karşı
karşıyadır. Mali yıl başında hedefler  zaman içerisinde değişti. Ekibiniz çoklu projelerde gayretle
çalışıyor ancak gecikmeler yaşanıyor ve sonuç olarak yıllık  tasarruf hedefleriniz geride kalıyor.
Sonuçlarını hızlandırmanın yanı sıra, genel operasyonunuzu yıllık tasarruf ve uygunluk
hedefleriniz doğrultusunda yöneterek, bu geciken projelerle ilgili boşlukları doldurmanın bir
yolunu bulmaya  ihtiyacınız var.
Doğru tasarrufflar  için en kolay yol,  kategorileri iyi  tanımlamaktır. Hangi ürün gruplarının kısa
vadeli tasarruf için doğru  kaynaklara sahip olduğunu bulmanız gerekmektedir. Bu ürün grupları
için E-ihale  oluşturabilirsiniz.
Hızlı bir şekilde tassarruf elde etmenizi sağlayabilecek kategoriler;
Hizmet Anlaşmaları=  Servis,Yemek, Temizlik ve güvenlik  hizmetleri için
İnşaat ve Onarım = İndirekt malzemeler, Yeniden yapılan bakım, onarım çalışmaları,Mühendislik hizmetleri
Pazarlama Malzemeleri = Broşürler, promosyon ürünleri, baskı
Telekom ve Elektrik malzemeleri= Şirket içi telefon harcamaları
Nakliye  ve Ulaşım = Kara, deniz ve hava dahil
Bu ve buna benzer  kategorilere  öncelik vererek tasarruflarınızı  hızlandırabilir ve yıllık tasarruf
hedefinize ulaşmak için bir araç olarak kullanabilirsiniz.

E-ihale Sonuçlarını üst düzeye çıkarmak

E-ihale’nin  tutarlı ve anlamlı tasarruf sağlaması 1990’ların sonundan bu yana ortalama %10-12 lik tasarruf oranları ile kanıtlanmıştır.

Bununla birlikte, bu tasarruflar “gerçekleşmiyor” değildir ve sonuçlar  e-ihalenin  nasıl yürütüleceğine göre değişir. En iyi tasarrufu yakalamak için,e-satınalma sürecini dikkatli bir şekilde seçmeniz, hazırlamanız ve yürütmeniz gerekir.

E-ihale  sonuçlarınızı en üst düzeye çıkarmak için  aşağıdaki  faktörlere dikkat etmek  gerekir,

Daha fazla tedarikçi= daha fazla tasarruf sağlaması

Doğru açık arttırma biçiminin seçimi

Tedarikçilerin E-ihale sistemi konusunda bilgilendirilmesi

Tedarikçilere doğru hedeflerin verilmesi

1. Daha fazla tedarikçi= daha fazla tasarruf sağlaması:

Açık eksiltme ve açık arttırma için tedarikçilerin sayısı önemlidir. Açık artırmalar ya da eksiltmeler için tasarruf oranı eklenen her ek katılımcı için yaklaşık 1 puan artmaktadır. Davet edilen tedarikçilerin yaklaşık % 60’ı etkinliğe gerçekten katıldığından, etkinliğinize doğru sayıda nitelikli firmatı davet ettiğinizden emin olun. Bunun, açık eksiltme ve açık arttırma  için geçerli olduğunu, ancak Dutch  ve Japon gibi diğer ihale  türlerini kapsamadığını belirtmek önemlidir . 

2. Doğru  ihale biçimini seçin:

E-ihaleler, 1990’ların sonlarında  bu yana uzun bir yol kat etti. Şimdi  Dutch, Japan  ve diğerlerini içeren birçok etkinlik biçimi seçeneğiniz var. Bir örnek olarak, daha az sayıda nitelikli isteklinin bulunması durumunda Japon ve Dutch  açık eksiltmelerini kullanarak, doğru durumlarda duruma göre anlamlı iyileştirilmiş sonuçlar elde edebilirsiniz. Bu nedenle, önceden nitelikli tedarikçileriniz arasındaki rekabetçi durumun   analizini yapmak ve ihale  için doğru stratejiyi tanımlamak ve seçmek için ne kadar aktif katılımcı olacağını bilmek önemlidir .Sonunda bu sizin tasarruf oranınızı etkileyebilir.

3.Tedarikçilerin E-ihale sistemi konusunda bilgilendirilmesi:

Süreç ve teknoloji konsunda bilgisi olan tedarikçiler   daha fazla katılım gösterebilmektedir. Daha faal katılımcıların  sonuçlarını daha iyi bir şekilde yönebildiklerini göstermektedir. Her bir satırdaki tekliflerin sayısı arttıkça, etkinlikten elde edilen toplam tasarruf da artar.İhale sonuçlarını en üst düzeye çıkarmak için tedarikçiyi  önceden hazırlamak ve eğitmek başarlı bir ihale ile için gereken ön şartlardan bir tanesidir.

4. Tedarikçilere doğru hedeflerin verilmesi:

E-ihale sürecinde , zaten teklif sahiplerini belirlediniz   belki de mevcut tedarik tabanınızdan tedarikçileriniz seçtiniz. Tedarikçiler ne kadar çok  satın alma sürecine   hazırlanabilirse,fiyat konusunda daha kesin ve doğru rakamlara ulaşabilirler.

E-ihale tarihinden önce gerekli dökümanların tedarikçilerle paylaşılması,

Tedarikçilere  satın alma ihalesini  detaylarıyla anlatmak,  (telefon görüşmesi veya toplantı gerçekleştirmek)

Tüm teklif sahiplerinin aynı bilgiye,dökümanlara  sahip olmasını sağlamak

Bu uygulamaların çoğu iyi  bir sonuç alabilmek için gereklidir ama firmalarn zaman  ayırmaları gerekmektedir. Bu uygulamalar daha iyi bir e-ihale sürecine katkıda bulunurken, iyi bir e-ihalenin iyi bir tedarikçi bulmak ile başladığını unutmamak önemlidir. Ayrıca detaylı şartnamelere, rekabetçi bir tedarik havuzuna  ve tedarikçi teklifini teşvik edecek özenle seçilmiş bir kategoriye sahip olmalısınız.

Nakliye ve Lojistik alanında E-ihale Kullanımı

E-ihale sisteminin istatistiklerinde  gösterildiği gibi, Nakliye ve lojistik alanında e-ihale hacminin ve tasarrufların arttığı görülüyor.

Nakliye ve lojistik e-ihale için uygun bir kategoridir.

Veri yoğun ihale

Standartlaştırılmış ürün açıklamaları

Büyük ve rekabetçi tedarikçi havuzu

Nakliye ve lojistik   e-ihale  için uygun olmadığının düşünülmesi lojistik kaynakların sıklıkla stratejik satın alma  departmanı tarafından yönetilmemesi ve E-ihale sürecine  daha basit kategorilerle başlamasının istediği gerçeğine dayanmaktadır.

Bununla birlikte, e-ihale platformları ihtiyacınız olan tüm karmaşıklığı halledebilir ve lojistik harcamalarınızı bu şekilde yönetebilirsiniz.

Lojistik harcamaları için , E-satınalmanın  gittikçe artan bir şekilde benimsenmesinin anahtarı, platformun büyük miktarda veriyi işleme kabiliyetine sahip olmasıdır. Lojistik teklifleri doğası gereği birçok gereklilik, kaynak / varış noktası detayları yüzünden karmaşıktır. Büyük miktarda veriyi kolayca toplamak, organize etmek ve değerlendirmek ve kararları desteklemek için kullanabileceğiniz bilgilere dönüştürmenizi sağlar.

Büyük ölçekli çerçeve anlaşmalarının yerine getirilmesi genellikle iyi olsa da, sıklıkla nakliye ihtiyaçlarınızı karşılamak için spot anlaşmalar yapmanız gerekecektir. Müşterilerimizin çoğu, spot müzakereleri yapmak için e-ihale kullanmaktadır.

Bir e-satınalma  platformunun lojistik harcamaları için kullanmanın en önemli avantajlarından biri,  hem spot satın alımlar hem de düzenli olarak planlanan ihtiyaçlar için gerektiği gibi yenilemek ve tekrar etmektir.

Genelde firmaların Nakliye ve lojistik alanında  çok büyük harcama yaptığı göz önüne alındığında, Tasarruflardan yararlanmak için e-ihale sistemini deneyebilirsiniz.