Chainalytics Supply Chain Directions Header

We hope you enjoy the Winter 2010-2011 issue of Supply Chain Directions, our quarterly e-newsletter linking you to a short list of leading, timely, and relevant articles and white papers in the areas of Supply Chain Strategy, Transportation Planning, Inventory Planning, Global Supply Chain Management, Sustainability and Performance Analytics.


IPC Streamlines the Supply Chain for the Subway Restaurant Chain
SupplyChainBrain, January 6, 2011
Chainalytics and MIT worked with IPC to analyze its distribution network. Significant environmental savings resulted from Chainalytics’ Carbon Footprint Analysis.

Armstrong Brings it Back
Logistics Management, October 2010
By: John D. Schulz
Armstrong World Industries credits Chainalytics in part for their success which led to Armstrong receiving NASSTRAC’s Shipper of the Year Award.

Take Charge of Surcharges
CSCMP Supply Chain Quarterly (Membership Required), Quarter 01, 2010
By: James A. Cooke
Carriers and shippers can work together to bring about efficiencies in trucking and mitigate the cost of fuel surcharges, says Professor Chris Caplice.


Supply Chain Design
P&G Readies its Supply Chain for a “VUCA” World
CSCMP Supply Chain Quarterly, December 20, 2010
By: Staff
Procter & Gamble is revising its supply chain to reflect changes it expects will arise in a “volatile, uncertain, complex, and ambiguous” world.

The Top 3 Supply Chain Management Worries in 2011
Managing Automation, November 22, 2010
By: Chris Chiappinelli

The number of supply chain management factors that confront global manufacturers remains relatively stable from year to year. But the way those factors mingle and collide makes each year a new challenge, and 2011 will hold a particularly tricky mix that will make supply chain management a tenuous balancing act.

Supply Chain Leaders Balance Efficiency and Resilience
ThomasNet News, September 30, 2010
By: David R. Butcher
As companies struggle to cope with the uncertain global economy in 2010, finding ways to increase efficiency and resilience have represented a trade-off for many supply chain managers, according to a recent report. However, it may be possible to increase both.


Containing Ocean Costs
Inbound Logistics, January 2010
By: Merrill Douglas

Shippers use overseas consolidation, strategic loading tactics, and container sharing to cast off ocean transportation’s financial burden.

Transportation Decision-Making in an Integrated Supply Chain
Supply Chain Management Review, October 8, 2010
By: Dr. Theodore P. Stank, Associate Dean for Executive Education and Dove Professor of Logistics, University of Tennesee
Economic uncertainty, fluctuating fuel prices, increased safety and social regulation, escalating customer expectations, globalization, improved technologies, labor and equipment shortages, a changing transportation service industry…today’s managers are faced with an array of challenges and opportunities that contrast dramatically with those of a decade ago.


Looking to Reduce Inventories?  Production Scheduling May Have Bigger Impact than Improving Forecast Accuracy
SC Digest, November 2, 2010
By SC Digest Editorial Staff
One Consumer Goods Manufacturer Finds Optimizing Production Schedules with Safety Stock Requirements has Largest Impact

What Happened to the Concept of Demand Driven?
Supply Chain Shaman, January 12, 2011
by: Lora Cecere
Demand-driven value networks grow from, and are a more refined state, of supply chains. Orchestrating demand at the mature stage of the demand-driven transformation, allows companies to better balance growth and efficiency, cost and customer service, and demand fluctuations. When demand-driven maturity is achieved, not only is there better balance, but greater agility… So, you might say, “Why are more companies not demand driven?”


Global Supply Chains
Globalization, China, and the “Bullwhip Effect”
CSCMP Supply Chain Quarterly, Quarter 3, 2010
By: Chris G. Christopher, Jr.
The relationship of the United States and China offers a clear example of how the bullwhip effect applies on an international scale.

The Rocky Road to Rio: What Shippers Need to Know About Doing Business in Brazil
DC Velocity, November 26, 2010
By: Toby Gooley
Brazil may be the new “land of opportunity,” but longstanding logistics and bureaucratic headaches remain.

Report Examines Effect of Global Manufacturing, Consumption on Growth of U.S. Ports and Distribution
SupplyChainBrian, November 15, 2010
Global shifts in manufacturing, consumption trends and international competition are three leading factors that will shape the future of goods movement and the demand for warehouse and distribution space, according to a report issued by the NAIOP Research Foundation.


Greening of Transportation Called Necessary, Possible, and Profitable
DC Velocity, December 1, 2010
By Peter Bradley
The global transportation industry could cut carbon footprint, costs just by using readily available technology, says green business specialist.

Reducing Your Company’s Carbon Footprint — Through Logistics (Video)
MIT Sloan Mangement Review, November 8, 2010
By Martha E. Mangelsdorf
Trying to reduce your company’s carbon footprint?  MIT engineering professor David Simchi-Levi suggests taking a systematic look at the logistcs involved in your supply chain — and then carefully analyzing the data to understand the greenhouse gas emissions impact of your logistics choices.


Performance Analytics
Using More Analytics Can Help Industrial Manufacturers
Industry Week, November 22. 2010
By: James Robbins
High-performance businesses — those that substantially outperform competitors over the long-term and across economic cycles — are five times more likely to use analytics strategically compared to their peers.


About Chainalytics
Chainalytics is a professional services firm that enhances competitive advantage and shareholder value through optimized supply chain strategies. Using a fact-based decision making approach, Chainalytics accelerates and improves supply chain performance with particular emphasis in the areas of strategic and tactical planning. Chainalytics offers both project-based and managed services using a unique combination of domain expertise, resilient methodologies, and exclusive research and content – all supported by the world’s most advanced decision sciences tools and techniques. Chainalytics targets enterprises with a high degree of complexity created by their unique combination of scale, variability, and geography. With locations in North America and Asia, Chainalytics serves companies globally in a borderless fashion.  To learn more, visit