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Bob Heaney is a seasoned professional with over 25
years of distinguished leadership experience in
research, analysis, and advisory roles in Supply
Chain Engineering. Bob’s coverage area within
Aberdeen includes various elements of Supply Chain
Execution (Transportation Management, Warehouse
Management, Distributed Order Management and
Supply Chain Visibility)
An industry insider and internal advisor to company
executives, Bob has been active in designing,
reengineering, selling, and transforming the end-to-
end supply chain for Fortune 500 companies.
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Selected Performance
Criteria (KPI)
Respondents are scored
individually across KPI
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15%
38%
43%
53%
56%
60%
61%
0% 20% 40% 60% 80%
We plan to add capabilities in other areas notchecked
Shipping Direct-to-store
Shipping through a Free Port, Freeport Zone,FTZ for customs
Shipping through a break-bulk facility (i.e.Cross Dock, Transload, or DC Flowthru Facility)
Shipping through Vendor DC bypass, 3PL or e-Fulfillment provider
Shipping to or through a TraditionalDistribution Center
Shipping Direct-to-Consumer
Percentage of Respondents n=137Channel %
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Raw Materials Supplier
Component Supplier
Ocean carrier
Retail Store
Retail Store
Customers
Global Air
Global DC
Home Delivery
International visibility from satellites and cloud technology 010101
DEMAND
SUPPLY
Global DC
Raw Materials Supplier
Component Supplier
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Raw Materials Supplier
Component Supplier
Ocean carrier
Retail Store
Retail Store
Customers
Global Air
Global DC
Home Delivery
International visibility from satellites and cloud technology 010101
DEMAND
SUPPLY
Global DC
Raw Materials Supplier
Component Supplier
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Raw Materials Supplier
Component Supplier
Ocean carrier
Retail Store
Retail Store
Customers
Global Air
Global DC
Home Delivery
International visibility from satellites and cloud technology 010101
DEMAND
SUPPLY
Global DC
Raw Materials Supplier
Component Supplier
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Raw Materials Supplier
Component Supplier
Ocean carrier
Retail Store
Retail Store
Customers
Global Air
Global DC
Home Delivery
International visibility from satellites and cloud technology 010101
DEMAND
SUPPLY
Global DC
Raw Materials Supplier
Component Supplier
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Raw Materials Supplier
Component Supplier
Ocean carrier
Retail Store
Retail Store
Customers
Global Air
Global DC
Home Delivery
International visibility from satellites and cloud technology 010101
DEMAND
SUPPLY
Global DC
Raw Materials Supplier
Component Supplier
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Raw Materials Supplier
Component Supplier
Ocean carrier
Retail Store
Retail Store
Customers
Global Air
Global DC
Home Delivery
International visibility from satellites and cloud technology 010101
DEMAND
SUPPLY
Global DC
Raw Materials Supplier
Component Supplier
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Raw Materials Supplier
Component Supplier
Ocean carrier
Retail Store
Retail Store
Customers
Global Air
Global DC
Home Delivery
International visibility from satellites and cloud technology 010101
DEMAND
SUPPLY
Global DC
Raw Materials Supplier
Component Supplier
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24%
24%
43%
43%
0% 10% 20% 30% 40% 50%
Demand volatility
Need to improve top line revenue
Customer service demands
Lack of visibility at different nodes of the supply chain
Percentage of Respondents
All Companies
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78%
53%
30%
42% 39%
26%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Closed-loop integrationof supply chain
planning and execution
Centralized supplychain management
organization
Managing purchasing,supply chain, and
financial settlementand financing activities
from a commonplatform
Per
cen
tage
of
Res
po
nd
ents Leaders
Followers
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© 2014 IBM Corporation
IBM Commerce Solutions
Solution Components
Carter’s is maximizing profit by sorting and fulfilling demands
from higher margin customers first
Company Information:
Founded in 1865, Carter’s Inc. is the largest branded marketer of apparel
and related products exclusively for babies and young children. Owns the
Carter's and OshKosh B'gosh brands. Sells through national chain and
department stores, 700 owned stores, online, and via international resellers
Business Challenges: • Orders were reviewed manually using reports and custom screens
• Distribution centers were set-up by brands & programs for one channel
• The system was for the US, leading to partial supply and demand
pictures
• Work orders and trucks were used to rebalance inventory
• The system did not provide for efficient rules based allocation or rules
based Order Fulfillment capabilities
The Solution:
Robust platform provides flexibility across multiple selling channels that
share the same items. Also, provides logical separation of inventory
between the wholesale and consumer channels and inventory ownership
transfers between various enterprises.
40% YOY increase in holiday demand – Calls decreased by 5%
Global Visibility Improved product availability
and inventory utilization with complete view of all supply and demand
Make informed transfer decisions on availability shortage and efficiently manage re-scheduling
•IBM® Sterling Order Management
•IBM Sterling Call Center
•IBM SmartCloud
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© 2014 IBM Corporation
IBM Commerce Solutions
IBM B2B Commerce: Driving Revenue and Growing Loyalty
• Winning in B2B requires sales and operation effectiveness and efficiency across all business models
• Digital selling
• Traditional field sales
• Selling through a network of partners
• To achieve success you need a single commerce platform that allows you to:
• Deliver unique, personalized experiences that make buying effortless
• Empower business users to take control, increase margins, and cut time to market
• Fulfill the customer promise by managing the order lifecycle from quote to cash
• Create a superior selling and buying experience out of the box
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31
Thank you for listening.