A deep dive into Oracle’s client-driven enhancements in its latest release. Key areas of focus include investments in AI & ML, digital broker integration for carrier cost optimization, UX & Workbench enhancements, dock scheduling, and global trade management.
Jumping right into selecting a vendor without performing the necessary internal due diligence is like releasing code without testing — it will almost always lead to disappointing, if not catastrophic, results.
In our business, failures are critical – but they are also important and teachable lessons. We define a failure as “an outcome that does not meet the client’s objective or stated expectation.” These failures can be a tremendous catalyst for innovation and improvement.
Last week, JBF virtually attended the Blue Yonder (BY) Partner Summit. During the Summit, BY detailed their product strategy roadmap, various organizational adjustments, and changes to their engagement methodology with implementation partners and system integrators. They also shared some interesting analyses of “Red” projects and the common factors that caused the project challenges. Below are the key points that were discussed and JBF’s perspective on the strategy Blue Yonder laid out.
Over the past 20 years there’s been a great deal of change in logistics technology given the billions of dollars invested. However, surprisingly, many of the same problems that we were looking to address then continue to some extent today. New areas of opportunities have arisen, including integrated fleet management, real-time visibility and event management, parcel management and TMS interoperability with adjacent processes including warehouse and yard management. These areas hold the potential to unlock even more value as freight logistics continues to evolve.
Like fishing – both requirements (the hook) and vendor features (the fish) change over time (tides, current, etc.). Because of this reality we call “drift”, it is critical for shippers to establish a mastery of their current and future requirements, while at the same time understanding the strategic direction of the software vendor. This article explores recognizing the “drift” and how to find a great spot to fish on!
The application of Agile to implement commercial TMS systems is an approach that should be examined and evaluated for use for your TMS implementation. However, pure Agile is not conducive to all aspects of a commercial TMS implementation. In this article we explore how a combination of Waterfall and Agile (Wagile) may be a better approach.
Trimble announced last week that it would be shutting down Kuebix as of 2025 as they ‘pivot’ to an alternative product. But this article is not about Kuebix, nor is it about Trimble. This article is about the customers that software vendors like Trimble (and Blue Yonder, and SAP, and e2open, etc.) are “pivoting on.”
In this podcast episode, Adam Perlmutter chats with Mike Mulqueen, Consulting Strategy Practice Lead at JBF Consulting about logistic systems and the complexity of selecting the right one. Mike also outlines big logistics technology changes, recent market trends, and key technologies/considerations that shippers should be watching.
Sophisticated shippers capture and prioritize business requirements as a key input into their TMS vendor selection process. Unfortunately, most shippers rely too heavily on 3rd party industry analysis that can’t identify the specific functional requirements that can enable them to more precisely down-select one or more TMS software vendors.