Perceptant Unveil Supply Chain Management SaaS Cloud for Logistics, Manufacturing & FMCG Companies

February 24th, 2010

“Perceptant iBAM brings FMCG, Manufacturers and their Logistic providers a complete supply chain management solution for the exchange and management of load plans, stock returns, in-cab proof of deliveries and consolidated load tracking”.

Perceptant, the cloud computing based Supply Chain Management Company, today announced the availability of iBAM Logistics 3.6, its latest suite of solutions and services for the Freight and 3PL demand chain.

Designed for businesses involved in the rapid manufacture and distribution of goods, iBAM Logistics 3.6 is an on-demand solution, delivered via software as a service (SaaS) that is designed to streamline stock movements, consolidation and returns. The solution encapsulates pre-mapped business processes, corresponding B2B messages and a collaborative web based user interface that facilitates the integration, management and exchange of load plans, stock returns, in-cab proof of deliveries and a consolidated view of load tracking data.

“Integrated in to ERP applications and Warehouse Management Systems (WMS) including SAP, Epicor, Infor, Red Prairie and Manhattan Associates via straightforward web calls, iBAM Logistics 3.6 provides complimentary functionality that is uncomplicated to implement”, says Simon Hart, partner at DDA Logistics Consulting. “In addition, Perceptant has developed an in-cab interface via the Apple iPhone or iPad that allows drivers in real time to record and send proof of delivery and returned stock information, complete with customer signature”.  

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Shift toward Supply Chain Management Cloud Unstoppable

February 22nd, 2010

The latest technology software report from investment bank Goldman Sachs confirms what IT industry analysts have been seeing as an unstoppable shift toward on-demand IT services and what we now consider to be cloud applications, especially among small businesses.

According the report, e-mailed to subscribers this week, the macroeconomic downturn has likely accelerated software-as-a-service, or cloud, adoption, as customers are forced to look for lower-cost solutions to mission-critical business problems. Forty percent of survey respondents indicated that they would be more likely to use SaaS solutions in a weaker economy, due to perceived cost benefits, while only 4 percent said they were less likely to use an SaaS solution.

Terminology remains a bit confusing, as marketers take hold of the cloud, and vendors mix and match the terminology at will. Most analysts and marketers have dropped the SaaS term altogether, instead using the cloud as a descriptor for pretty much anything that doesn’t live within a corporate firewall. Regardless, Goldman believes that the cloud will continue to take shape.

Goldman remains bullish on IT in general, having predicted in the fourth quarter of 2009 that spending would recover in 2010, as long as macroeconomic conditions continued to improve.

Below are a few highlights of the report, titled “Techtonics: Unstoppable shift to SaaS continues.”

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FCMG Companies Face Rising Supply Chain Pressures

February 8th, 2010

Major retailers are under tremendous pressure to go green and reduce their carbon footprint. To achieve this, they first turned to initiatives close at hand, including the reduction of energy consumption at the store level, product packaging resizing and the more efficient construction of new stores.

Some would argue however that their supply chains represent the biggest source of carbon reduction and as close to home initiatives begin to dry up, retailers are now turning their attentions towards suppliers.

FMCG companies for example are being placed under tighter and tighter scrutiny to deliver on-time, with full loads that aren’t rejected. This can have a major impact on sustainability, as full loads mean fewer lorries on our roads, fewer rejections equal less waste and on-time deliveries reduce bottlenecks and returns.

As if suppliers weren’t being squeezed enough, now comes a whole raft of new initiatives that, unless automated, will place margins under greater and greater pressure.

Nevertheless, supply chain’s can fight back, to not only deliver the carbon reductions retailers seek, but turn these initiatives in to an opportunity to improve profitability.

Picture, if you will, a supplier faced with a mandate from a major retailer to reduce its carbon footprint by 25%. That’s not a 25% reduction in its own internal footprint but the footprint it creates in trading with the retailer. Understandably, all eyes turn to logistics and product returns as two major areas that can achieve this.  But how and at what cost?

The answer lies in the redesign and integration of business processes between the supplier and its hauliers that, if done correctly, can not only help them deliver major improvements in carbon footprint but also improve cash-flow and reduce costs.

For example, by exchanging delivery requests, load plans and despatch advices in real-time, suppliers and their logistics providers can increase the number of full loads and decrease the number of incorrectly timed deliveries. Furthermore, by equipping drivers with simple mobile-phone based text messaging (SMS) or Apple iPhone applications, proof of delivery (POD) messages can be sent back to the supplier’s computer system immediately the goods are received. This not only allows the supplier to invoice more quickly (sometimes by weeks) but also has a dramatic impact on reducing invoice queries.

In summary, there are many such initiatives that if implemented can help suppliers and their hauliers drive improvements to margins, cash-flow and customer service, whilst in tandem delivering the sustainability returns their customers demand.

Perceptant is a recognised expert in Efficient Logistics, Supply Chain Management & Electronic Data Interchange (EDI) and has been helping companies seamlessly collaborate for over 20 years. For a limited period, organisations can have a free review of their logistical supply chain by visiting the Perceptant’s Solutions Forum, which can be found on their homepage.

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Supply Chain Collaboration Deciphered

February 8th, 2010

During the 1970’s and early 80’s many of us believed that supply chains would seamlessly communicate with each other via Electronic Data Interchange (EDI). Unfortunately, due to multiple standards, clunky translation software, expensive teams of technicians and the requirement for rooms full of super computers this eNirvana turned in to a debacle.

Large hubs demanded suppliers’ trade with them electronically, often forcing them to take archaic software that sat on a standalone PC. Periodically, the supplier would check the PC for new orders, print them out and manually rekey them in to their own computer systems.

This eNirvana (every buzz word back then remotely related to EDI started with an e) spurned a myriad of software and value added network suppliers who quickly got fat from their spoils. IT Directors professed the world of Supply Chain Management was now electronic and Financial Directors rejoiced at the resultant business benefits and cost savings.

Through the 1990’s things were still progressing well until one very well respected and high profile technology executive questioned the validity of Electronic Data Interchange (EDI). Why were there so many sub-standards, why were the costs prohibitive, why was it restricted to just one or two documents, why weren’t any suppliers integrating the messages and how come it took so long to go-live.

It came as no surprise to some of us though when this same respected individual proclaimed to have the answer. A software product and data set so ahead of its time that it made EDI look prehistoric. Call it middleware if you will, that threw caution to the wind and embraced a new phenomenon called XML.

The panacea of business to business (B2B) collaboration was we were led to believe now called XML and that it would solve all of the drawbacks associated with EDI.

The bandwagon was rolling and many jumped starry eyed on to the shirt tails of our new saviour, who many likened to Obi-Wan Kenobi. The more cynical (or should that be sane) individuals and companies saw fundamental flaws in this new approach. Flaws that explain why a single Global messaging standard, be it XML or EDI will never work. You see, not one messaging standard or technology will ever become the de facto method for B2B communication, period. From a technological standpoint, what is needed is akin to a universal spoken language convertor, something that in real time allows people from France, Spain, China, Japan, England and Germany to hold a flowing conversation with each other in their native tongues.

Because of this, there are now a new and emerging range of companies that quietly over the last few years have developed the answer to our prayers and are able to demonstrate universal business translators. Translators that sit within a supply chain, taking XML, EDI, flat-files and many other electronic file formats and in real-time converting these in to a format that is understood by the computer systems of connected parties. SAP can now talk to Infor, SAGE can communicate with Epicor and CODA can interpret Microsoft Navision. Now whilst this may have been technically possible with predecessors, none of us would argue that costs, timescales, speed and overheads would have grounded the project before it even began.

People have finally accepted that no one B2B language will rule the World, failed supply chain projects litter news desks and archaic technology has been banished to the broom cupboard. Dare I say it but eNirvana has finally arrived and it’s a fascinating to see how the landscape has evolved over the last few years to bring us to this point.

A handful of software companies that dared to buck the “one size fits all” trend are now leading the universal business to business translation market. Their solutions are delivered on-demand via low, fixed cost pricing models, managed and hosted on behalf of customers and operate in real-time. The killer blow though is their ability to enable supply chains to collaborate, synchronise and integrate, immaterial of their Mother tongue. Viva la supply chain!

Perceptant is a recognised expert in Supply Chain Management & Electronic Data Interchange (EDI) and has been linking supply chains for over 20 years. For a limited period companies can get a free review of their supply chain by visiting the Perceptant online B2B Collaboration and Integration Forum, which can be found on their homepage.

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Perceptant Unveil Global Import-Export Solution for Freight Forwarding, Third Party Logistic (3PL) and GTM Companies

January 28th, 2010

“Perceptant iHUB Import Export (IE) 2.0 brings Freight Forwarders, Third Party Logistics companines and Global Trade Management providers an on-demand, fully-mapped messaging solution for the global exchange of import and export documentation”.

Perceptant, the on-demand supply chain management company, today announced the availability of iHUB Import Export 2.0, its latest suite of supply chain management solutions and services for freight forwarders, global trade management companies and third party logistic providers.

Designed for businesses involved in managing and maintaining import and export documentation for customers, iHUB IE 2.0 is a fully-managed, on-demand suite of mapped import and export messages and complimentary Electronic Data Interchange (EDI) transactions that are hosted, and maintained by Perceptant and made available to customers via Software as a Service (SaaS).

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Electronic Data Interchange (EDI) is Dead, Long Live EDI…

January 22nd, 2010

 

Electronic Data Interchange (EDI) during the 1970’s and 1980’s professed to being the holy grail of business to business communication. However multiple standards, clunky translation software, expensive teams of technicians and the requirement for rooms full of super computers saw it never realise its full potential. 

On the premise of receiving Purchase Orders at the click of a button, suppliers were often cajoled by large customers to adopt archaic software that sat on a standalone PC. The supplier would then periodically check the PC, print out the orders and manually rekey them in to their back office applications. 

The “new-world” of electronic trading saw software and value added network (VAN) suppliers rejoice at their “sophisticated” solutions and ever growing profits. IT Directors professed the world of trading was now “e-lectronic” and Financial Directors regaled the resultant business benefits and cost savings. 

All was well until one very well known and respected individual asked whether the emperor had actually any cloths. Why were there so many standards (and sub-standards), why so costly, why was it restricted to only one or two business documents, why was there such a lack of integration and why did it take so long to implement. 

We should have all seen this coming but the same individual who asked the emperor what had happened to his cloths claimed to have the answer. A software product so ahead of its time that it made EDI look prehistoric, a middleware if you will that threw caution to the wind and embraced a new phenomenon called XML. 

The new world of business to business (B2B) communication was now known as XML, which (so we were lead to believe) would become the universal standard for supply chain integration and had the power to overcome all the frailties associated with EDI. 

Many jumped on to the bandwagon although a few some would say more sane companies decided to tread their own path, a path towards many messaging standards that worked in harmony. You see, not one messaging standard or technology will ever become the de facto method for B2B communication, period. From a technological standpoint, what is needed is akin to a universal spoken language convertor, something that in real time allows people from France, Spain, China, Japan, England and Germany to hold a flowing conversation with each other in their native tongues 

Because of this, there are now a new and emerging range of companies that quietly over the last few years have developed the answer to our prayers and are able to demonstrate universal business translators. Translators that sit within a supply chain, taking XML, EDI, flat-files and many other electronic file formats and in real-time converting these in to a format that is understood by the computer systems of connected parties. SAP can now talk to Infor, SAGE can communicate with Epicor and CODA can interpret Microsoft Navision. Now whilst this may have been technically possible with predecessors, none of us would argue that costs, timescales, speed and overheads would have grounded the project before it even began. 

It’s fascinating to see how the landscape has evolved over the last few years to bring us to this point. People have finally accepted that no one B2B language will rule the World, failed supply chain projects litter news desks and archaic technology has been banished to the broom cupboard. 

A handful of software companies that dared to buck the “one size fits all” trend are now leading the universal business to business translation market. Their solutions are delivered on-demand via low, fixed cost pricing models, managed and hosted on behalf of customers and operate in real-time. The killer blow though is their ability to enable supply chains to collaborate, synchronise and integrate, immaterial of their Mother tongue. Viva la supply chain! 

Perceptant is a recognised expert in Supply Chain Management & Electronic Data Interchange (EDI) and has been linking supply chains for over two decades. For a limited period you can get a free review of your supply chain by visiting their online B2B Collaboration and Integration Forum.

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Effective supply chain management will address eight cross-functional business processes…

January 13th, 2010

It’s not just about logistics and purchasing. The supply chain consists of a broad network of partners who interact at every level of their organizations, says Douglas M. Lambert, director of the Global Supply Chain Forum at Ohio State University.

It’s more than just a question of semantics. The failure to give the term “supply chain” a broad enough definition can cause a company to adopt a short-sighted approach to its operations. “In our view,” says Lambert, “the supply chain is a network of companies that comprises your suppliers, their suppliers, customers of your company and their customers, if they exist.”

Assuming that to be true, “if we want to manage [the supply chain], we can’t do it with fewer functions than it takes to manage one company,” Lambert says. “Logically, that makes no sense.”

Effective supply chain management will address eight cross-functional business processes: customer relationship management, supplier relationship management, demand management, customer-service management, order fulfillment, manufacturing flow, new-product development and commercialization, and returns management, Lambert says.

Most of all, he says, don’t think of supply chain as a new name for logistics or purchasing. And don’t locate responsibility for its care to individuals too far down in the organization. The Coca-Cola Co. and Cargill Inc., for example, have “CEO-to-CEO involvement,” when they’re engaged in such activities as developing a new sweetener. Suppliers and customers must be factored in at every stage of the game. To Lambert, the supply chain looks more like “an uprooted tree,” with the root system standing in for the supply network, and the branches representing customer channels.

He doesn’t accept the conventional wisdom that sees business today as a competition between supply chains. “The only way that’s true is if I wouldn’t buy from anyone selling to a competitor, or sell to anyone who was a competitor of an existing customer,” he says. “That doesn’t happen in supply chains even where there are dedicated distributors.”

The true measure of success lies in the profitability of companies throughout the chain, he says. Often that will mean treating suppliers differently, depending on their value to the underlying product.

“In our view,” Lambert says, “the supply chain is all about relationship management.”

To learn more about supply chain management or Electronic Data Interchange please visit Perceptant.

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Supply Chain Management Software Set for Bumper Year…

January 12th, 2010

Software industry experts are predicting that supply chain management software will generate a staggering £4billion of sales by 2010, which would make it one of the world’s most widely bought global business specialist applications.

Supply chain management software has proved extremely popular over the last 30 years with businesses that operate in time and cost conscious production and distribution environments. As with most cutting-edge technologies, supply chain management software functionality has undergone exponential advances, especially in the last five years which have allowed it to keep pace with an ever-changing business world.

It is the adaptive nature of the software and its ability to drive successful businesses that will propel supply chain management software to the top of the software sales charts. At the outset, early systems focused purely on transactions, but it wasn’t until the recent advent of client server technology that supply chain management systems could be more easily understood and accepted by users.

Organisations are increasingly operating across a number of time zones on different continents, and as well as the geographical and cultural challenges faced, there is the added problem of multiple distribution channels. With greater emphasis placed on empowerment of users through access to information, supply chain executives have added pressure piled on them to ensure that they embrace globalisation, battle obsolescence and also to contain costs, in addition to their day job!

The trials and tribulations of supply chain executives make them aggressive when demanding improvements to software. They want something that can do all the above and make sure they can control inventory and suppliers, and supply chain management software companies are more than happy to oblige. They are quick to adopt new technologies in their quest for the perfect supply chain management software and have naturally embraced the web in their designs.

Indeed, the internet acts as a superb connectivity tool for supply chain management software. A whole suite of collaborative programs for the entire supply chain can be operated over the web, which impacts positively on forecasting and planning while providing a transparent view of the performance measures.

Today’s advanced systems can bring together a huge number of suppliers at the click of a mouse, using XML web services and trading portals, and have certainly come a long way from the primitive EDI systems of the 1970s. But, possibly the biggest difference between today’s successful supply chain management systems and their forerunners is the impact they have in helping workers make decisions.

That is the true value of any successful system, allowing the business to keep the supply chain in perfectly efficient working order while providing many opportunities to control increasingly diverse supplier relationships and inventory portfolios. For as long as there are companies operating in aggressively competitive markets, the future looks bright for sales of supply chain management software.

Disclaimer: Matthew Pressman writes for a wide variety of commercial clients. This article is intended for information purposes only and readers should seek additional information before taking any actions based on its content.

To learn more about supply chain management and electronic data interchange please visit Perceptant.

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Supply Chain Visibility & Inventory Control are Key…

January 12th, 2010

The recession and credit crisis has thrust supply chain visibility — and the need to gain greater visibility and control over inventory and landed costs within the global supply chain — to the top of the corporate agenda, according to “Supply Chain Visibility Excellence: Reduce Pipeline Inventory and Landed Cost,” the latest landmark research study by Aberdeen Group, a Harte-Hanks Company (NYSE: HHS).

“The economy, global competition, ongoing business transformation, and the increased lead times/complexity of global supply chains are creating a situation where pipeline inventory and landed costs per unit handled have increased dramatically,” says Bob Heaney, senior research analyst, Aberdeen Group. “But before you can reduce pipeline inventory or landed cost you need visibility to them. Our survey of 209 companies provides insight into how today’s leading companies are deploying best practices to achieve granular visibility across multiple tiers of their supply chains and to utilize automation to create supply chain management processes that are strategic, responsive, and more cost-efficient than before.”

For example, leading companies have responded to these challenges and have:

  • Decreased by 5.5 % total landed costs per unit in the past year, compared to a 7.3% increase for Laggards over the same time.
  • Decreased by 7.3% the frequency of out-of-stock inventory compared to a 3.5% increase for Laggards over the last year.

As the degree of global collaboration grows and global supply chains become even more complex, it is likely that visibility systems will continue to be a collection of discrete systems, with leading companies most successful in integrating them and gaining a more end-to-end and close-to-real-time visibility of their supply chain operations. The report examines the capabilities that top performing companies are deploying and strategic alliances they are using to capture, integrate and optimize the myriad of supply chain events of their overall global enterprise.

To learn more about gaining an end-to-end, real-time view of your supply chain and also how electronic data interchange can play a vital role in this, please visit Perceptant.

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Free Value Added Networks (VAN’s) hit the Supply Chain…

December 15th, 2009

Perceptant, the on-demand Supply Chain Management (SCM) and Electronic Data Interchange (EDI) Company, today unveiled its free to use, global value added network service to customers.

Supply Chain Exchange 2.0, harnesses all the leading attributes of competitive Value-Added Networks, including security, robustness, scalability and traceability but offers users the ability to exchange data and messages on an inclusive, free to use basis.

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