Although many people recognize technology terms such as enterprise resource planning (ERP) or supply chain management (SCM), RMM and MMS are acronyms that lack such widespread awareness. Moreover, the terms retail merchandise management system (RMM) and merchandise management system (MMS) likely have little more market recognition than their acronyms. Despite their relative anonymity, these systems, also known as retail ERP systems, are the enterprise back-office software solutions upon which the majority of retailers rely to manage and to support their daily tasks.

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Demand for outsourcing in Europe has increased dramatically in the first half of 2007, according to the latest Quarterly Index from sourcing advisers TPI. The total value of new outsourcing contracts in the 40m euro-plus ($55.2m) bracket–where most significant outsourcing activity occurs–is up 78 percent on the same period in 2006, the report says.

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In its biggest acquisition in its 24-year history, Con-way is buying privately held Joplin, Mo.-based Contract Freighters Inc. (CFI), the nation’s 22nd-largest truckload carrier, for $750 million. Analysts and company officials hailed the purchase as a strong move by Con-way to enhance its TL presence.

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China’s ambitious plans to raise the living standards of the country’s rural interior have set off a boom in transport infrastructure development and a rush to upgrade its logistics industry. Here’s how a number of international companies are already taking advantage of these changes.

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Make no mistake; the customer is at the epicenter of the supply chain continuum of strategy and process.

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The surprise victory by Greece in soccer’s most recent European Championship wasn’t the only unexpected success of the tournament. Adidas, the sporting apparel and footwear company, also scored big by delivering more than 145,000 blue-and-white Greece team jerseys to stores across Europe just days after the winning match.

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More and more companies today are realizing that if you can’t measure it, then you can’t improve it. But what is the best way to gauge supply chain performance?

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Chinese businesses’ hunger for raw materials is being offset by India’s need for mainland technology as trade is increasingly a two way street

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AMR Research gathered supply chain executives together for the Supply Chain Executive Conference and Supply Chain Peer Forum. The group discussed technology and structures for global supply chain organizations.

Researchers found some patterns in how companies build their global supply chain organizations. Researchers also identified nine truths in building a global supply chain:

Alignment happens through an outward focus. Building demand networks and reducing demand latency are vital.

Processes are changing. As companies mature, companies must unlearn old processes and accept new processes to build an effective supply chain.

An organization must be built. Companies must take internal responsibility for training and skill building.

Design and modify supply chains. Companies must realize the supply chain is not one entity. There are many supply chains and there must be active design-and-modify strategies.

Process definition allows agility. Effective supply chain response hinges on adaptively translating demand.

Networks are essential. Systems and processes are needed to support demand, design and supply networks.

Metrics are the glue. The metrics definitions are essential for alignment. Performance management systems are increasingly needed to align metrics that foster the desire supply chain response.

It must be a total company effort. This requires a redesign of front office (sales and marketing) processes to transition from marketing to market driven.

The supply chain is critical to support innovation and growth. Sustainable market growth cannot happen without embedding innovation in demand and supply processes.

Source: AMR

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Improving trade compliance and global supply chain visibility are the top two drivers for shippers in terms of their global trade management initiatives, according to a survey of 200 shippers conducted by the Aberdeen Group, a Boston-based supply chain and logistics research firm.

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