The development team for the supply chain project is ready to start building their new cloud app using a small kubernetes cluster for the pilot. the cluster should only be available to team members and does not need to be highly available. the developers also need the ability to change the cluster architecture as they deploy new capabilities. how would you implement this?

We conducted research on supply-chain organizations from November 2019 to February 2020, through standardized survey and interviews. The research involved 54 companies from five broad industry groups: advanced industries, chemicals, consumer goods, high tech, and life sciences. We identified companies with superior EBITDA results among their industry peers. We observed that first-quartile performers gave consistently high ratings to a number of organizational factors (described as statements of effectiveness). We tested the correlation between quartile ranks and these factors, using Spearman rank correlation, obtaining a coefficient ρ of 0.83. How do decisions about the design of supply-chain organizations affect the overall performance of a business? We recently analyzed the supply-chain organizations of more than 50 companies in a wide range of industries in Europe, Asia, and the Americas (see sidebar, “Note on methodology”). We asked about strategic priorities, organizational structures, management practices, and work culture in their global supply chains, aiming to understand choices that correlate with companies’ EBITDA performance. What we found may be surprising—and a window into the fabric of successful supply-chain organizations. Redesigns of supply-chain organizations typically start with a benchmark of peers’ organizational choices, followed by an attempt to replicate what seemed to work well. But design choices don’t work miracles in a vacuum. Our research foun...

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This article is a collaborative effort by The invasion compounded supply chain troubles in critical sectors, including agriculture, automotive, energy, and food. As the frequency and magnitude of the disruptions increased, applying ad hoc remedies to restore predictability to a system premised on ever-increasing cost optimization became more difficult. So with good reason, the rapid decay of a decades-old model of supply chain reliability and efficiency is a key feature of CEO agendas. Over the course of a decade, companies may face Yet these immediate effects are only part of the story. In fact, they may be overtaken in the long term by slower-moving but more permanent effects on supply chains occurring beneath the surface. Supply chain leaders could face challenges with short-term shocks while installing the building blocks of deeper structural reform. Nonetheless, structural reform may be the only way for leaders to restore the resilience that companies depend on from their supply chains, as is evident from several of the short- and longer-term implications of the disruptions. Key export categories are suffering immediate supply shocks Today, five categories of exports—agricultural products, chemicals, manufacturing, metals, and oil and gas—face three immediate challenges from the invasion of Ukraine: • reduced production or shutdowns at many manufacturing plants • lower purchases of goods sourced from Russia, because of economic sanctions or self-imposed sanctioning by...

Today, all eyes are on supply chain management. Supply chain leaders must figure out how to deal with changing demand and disruptions. COVID-19 taught us we can’t just optimize for the new normal. In fact, in new Accenture research on supply chain and the cloud, 53% of supply chain executives said the pandemic made them rethink their overall supply chain. That’s why companies are using the cloud to help them move beyond their current supply chains. Leading companies see the cloud not as a destination. They see it as a continuum of capabilities that can help them create powerful new operating models. Many people still mainly think the supply chain cloud provides cost savings, which it does. Saving money is the top reason companies in our research gave for migrating their supply chains to the cloud. But cost savings are just the beginning. The cloud drives speed, agility, scale and visibility. The cloud helps companies quickly adjust computing resources. It helps them reduce the time and cost to develop and deploy new applications. It integrates companies with a new world of players. And it provides visibility to make faster and more-informed decisions. As a result, companies can anticipate and predict market changes and risks across the supply network. They also can design, make and deliver personalized products and services to boost customer loyalty. The cloud also enables supply chain innovation. The major cloud providers invest billions of dollars in new features every y...

Summary. In supply-chain management, you get what you plan for. Companies understand that principle when it comes to the goods that they consume and produce, but not when it comes to the people they hire and train. For decades, companies have adopted a short-term, ad hoc approach to talent management — and it’s increasingly obvious that this is a problem with profoundly harmful implications for the economy. That’s especially in the current Great Resignation moment, as companies are struggling to find the skilled workers they need. It’s time, the authors argue, for companies to get serious about developing a good supply chain for talent, and they offer ideas for how to get started. Supply-chain disruptions are on everyone’s mind these days. But there’s one that few people are thinking about. It involves talent, not goods — and it poses a serious long-term threat to our economy. In the wake of the pandemic, employers are struggling, with increasing exasperation, to find the workers they need. Commentators ascribe the problem to the Great Resignation, a phenomenon comprised of such contributing factors as a surge in retirements, a shortage of affordable childcare, and the reevaluation that many people are making of the role of work in their lives. But structural shortcomings underlie all of that: We don’t have a good supply chain for talent. With supply chains, you get what you plan for. Think about, say, ball bearings. To ensure a ready supply, Ford coordinates with its supp...

Published: 23 Aug 2021 Cloud adoption can be a stressful and risky decision. It's the choice to step away from the total ownership and control of the local IT environment and embrace an uncertain partnership with third-party cloud and SaaS providers. While the cloud delivers an astonishing array of resources, it requires skill to perfect. A key element in cloud success involves finding people with the right skills and expertise. Let's take a closer look at a modern cloud team structure, consider some of the most important roles, and review the tasks and responsibilities needed for cloud computing success. Understand a cloud team structure There is no single universal team structure -- no single set of cloud team skills or tasks. In fact, a busy enterprise can support numerous cloud teams. The goals, however, will be similar from organization to organization. Specifically, cloud teams will be asked to: • Migrate existing workloads from a local data center to the cloud • Develop new applications that run in the cloud • Rebuild existing applications to run in the cloud • Store and protect business data in the cloud • Optimize cloud architectures to run applications • Design workloads for high availability • Establish common policies and procedures to configure/secure cloud data and applications • Manage and optimize cloud costs and utilization • Implement specialized projects in the cloud The Consider the creation of a new cloud-centric application. This may require cloud-sav...

In this article An operations team focuses on monitoring, repairing, and remediating issues related to traditional IT operations and assets. In the cloud, many of the capital costs and operations activities are transferred to the cloud provider, giving IT operations the opportunity to improve and provide significant additional value. Step 1: Determine whether a cloud operations team is needed Before you can release any workloads into production, an agreement must be reached on the accountability for delivery of If no DevOps or service-provider operations agreements are in place, it's safe to assume that someone within IT will need to commit to ongoing operational duties regarding the management of production workloads. Deliverables: • Determine whether you need a cloud operations team. • Align responsibilities across teams by developing a cross-team matrix that identifies responsible, accountable, consulted, and informed (RACI) parties. Document the decision and responsible individuals in the Org Alignment worksheet. Guidance to support deliverable completion: • • If the company's long-term cloud adoption strategy can be delivered from one landing zone in one cloud environment, the governance and operations efforts might be small enough to be delivered by one person or one team. That team is unlikely to be called cloud operations, because it will serve many functions. For that individual or team, the following guidance can help ensure that it can deliver on this important ...

All Microsoft • Global • • • • • • • • • Software Software • • • • • • • • • PCs & Devices PCs & Devices • • • • • Entertainment Entertainment • • • • • • • Business Business • • • • • • • • • Developer & IT Developer & IT • • • • • • • • • Other Other • • • • • • • • • Search Search news.microsoft.com/source Microsoft Supply Chain Platform harmonizes the data estate, introduces “command center” for enterprise supply chain REDMOND, Wash. — Nov. 14, 2022 — On Monday, Microsoft Corp. announced the The company also announced the preview of Microsoft Supply Chain Center, a ready-made command center for supply chain visibility and transformation and part of the Microsoft Supply Chain Platform. Supply Chain Center is designed to work natively with an organization’s supply chain data and applications, with built-in collaboration, supply and demand insights, and order management. “Businesses are dealing with petabytes of data spread across legacy systems, ERP, supply chain management and point solutions, resulting in a fragmented view of the supply chain,” said Charles Lamanna, corporate vice president, Microsoft Business Applications and Platform. “Supply chain agility and resilience are directly tied to how well organizations connect and orchestrate their data across all relevant systems. The Microsoft Supply Chain Platform and Supply Chain Center enable organizations to make the most of their existing investments to gain insights and act quickly.” “Supply chain solutions are mo...