Imengo is a Supply Chain Strategy and Execution firm Imengo helps to transform your Supply Chain Operations Imengo executes projects in the Procurement, Manufacturing and Logistics area
Imengo is a Supply Chain Strategy and Execution firm Imengo helps to transform your Supply Chain Operations Imengo executes projects in the Procurement, Manufacturing and Logistics area
Imengo is a Supply Chain Strategy and Execution firm Imengo helps to transform your Supply Chain Operations Imengo executes projects in the Procurement, Manufacturing and Logistics area
Imengo is a Supply Chain Strategy and Execution firm Imengo helps to transform your Supply Chain Operations Imengo executes projects in the Procurement, Manufacturing and Logistics area

Must read: ‘wat bezielt mijn klant?’

NL booktip

Gerco Rietveld heeft een 2e boek geschreven, ‘Wat bezielt mijn klant?’

Must read voor:
– iedereen die denkt dat ‘de huidige crisis’ wel weer overgaat
– de rest die weet dat dat nooit meer gaat gebeuren

Vol met analyses en tips voor de ondernemer die hier iets aan wil doen.

Gerard Ekhart
Augustus 2013

click hier voor een samenvatting

How cars are made in 2013…

Watch this video on how VW has set up it’s new plant in Chattanooga, Tennessee in the US.

Impressive how the industry has moved on with fully automated robotic solutions.

Enjoy the video
VW plant tour

Global Manufacturing Competitiveness Index 2013

Deloitte recently published an interesting report: the 2013 Global Manufacturing Competitiveness Report. The data are mainly derived from CEO’s from a variety of industries across the globe.

The report shows lots of similarities to the Global Competitiveness Report from the World Economic Forum, which is definitively more based on published data than on people’s opinions.

The report describes 10 ‘global drivers of manufacturing competitiveness’.
the number one driver mentooned by the CEO’s: Talent-driven Innovation.

Some interesting analytics and views, but not much new insights. Best reference is to the research done by Hausmann and Hidalgo from MIT. More to follow on this later…

For the full report

click here

Risks in your global supply chain

Supply chain nowadays are global. Raw materials, semi finished parts or the entire finished product may have travelled a good part of our world.

With these longer supply chains the element of risk has increased. Apart from risk caised by natural causes (floods in Thailand 2011, tsunami in Japan 2010 etc), there is ‘political risk’.
Are you or your 1st / 2nd tier suppliers working with companies in countries with a higher risk of policial instability?

Oxford Analytica has published a Political Risk Map to help you assess these risks.

Please click on this link to view the Political Risk Map

Gerard Ekhart
24 March 2013

3d printing will revolutionalize your supply chain

Latest developments in 3d printing are starting to impact traditional supply chain models.
Click on below link to get an update on where the world of 3d printing Technology currently stands.

While watching, think about how this will impact your business model?

3d printing: changing the world

Gerard Ekhart
March 2013

Manufacturing on the rise: ‘revival of the west’

Must read for anyone wanting to understand global manufacturing trends.
From the Swiss Fidelity research company..

the revival of the west

Focus on Manufacturing in the US

Interesting stuff from CEO of GE

More on Ideas lab

Why We’re Betting on Manufacturing
Jeff ImmeltFebruary 07, 2013

America can turn a slow recovery into a strong comeback, one that grows our economy and firmly reestablishes our country as a powerhouse of ideas and production. The key – and what will determine the winners and losers of an exciting new era – is our willingness and ability to lead the next “big waves” of productivity.

There are four new drivers of productivity, and success in each depends on the technology and talent we develop. The first is how the sheer volume and increased access to shale gas in regions around the globe is changing the energy debate and the balance of energy power. It would require real infrastructure and pipeline integration between Canada, Mexico and the U.S., but North America could achieve energy independence within 10 years. The second driver for dramatically increased productivity is applying the lessons of social media to the industrial world and building what we call the Industrial Internet. By owning and connecting the analytical layers around industrial products – and using real time data to extract real time knowledge – we can improve asset performance and drive efficiency. The third driver is speed and simplification because the only way to serve our customers better and compete in a complex world is by working faster and smarter. The last productivity driver, and related to the other three, is the evolution of advanced manufacturing. Manufacturing excellence, forgotten for too long, is once again a competitive advantage.

Today, we are convening a forum in Washington, DC to discuss the future of manufacturing and its impact on the economy. It’s an exciting time; we can reverse a trend where companies outsourced critical capabilities in their supply chain and focused too much on cheap labor rather than speed, innovation and market access. Now, advanced manufacturing — both imbedding technology into products and processes and creating the highly skilled workforce that can support these efforts — and other new innovations in manufacturing are changing what we make, where and how we make it, and even who makes it. Large or small companies that invest in their own capabilities and “own” or control a local supply chain have a competitive advantage as they develop their next breakthrough.

Historically, we’ve manufactured jet engine components mostly by casting, stamping and cutting steel and alloys. Now, through 3D printing, or additive manufacturing, we can “print” complex parts layer by thin layer. At GE Aviation some of our newest jet engines will have printed combustion system components and other parts inside, reducing engine weight and saving our customers money.

Now is the time to bring efforts like this to scale. The rise of analytics and software in the industrial world only multiplies the opportunity in front of us. America must capitalize. If we do, we can create new businesses and new industries. Advanced manufacturing will change not only the way we build complex machines but the entire competitive landscape.

Follow more of the conversation at Ideas Lab.

Global Supply Chain Top 25 of 2012

What were the global supply chain champs of 2012?

Take a look at Apple’s inventory turn.. > 70.
Only one EU (Dutch/UK) company in the top 10, Unilever.
All others are American come..?

Does the American approach on business (result oriented, data driven, single focus, shareholder centric etc) pays off more? These statistics prove the Americans right.

Top 25 supply Chain 2012

Car Blog (4) – 2011, the story continues…

Regular readers of this blog know my opinion on the global automotive industry: shares highly overpriced and structural overcapacity on the total global operations.

Also in the year 2010, the Automotive sector showed the highest increase in share value of all global industries: +41%. As you may remember..2009 was +101%. Where does this end?

The emotional factor on the stock exchange is by now a commonly known, but the combination of automotive and stock exchange seems to be an example of maximum synergetic effects: 1+1 >3.
Prognosis from Automotive news for the years 2011 and 2012 show a total sales number of 66-67.5 million cars globally. This is still a lot of cars less than the 71.4 million sold in 2007.

How can an industry sector with minimal 50% global overcapacity survive in today’s marketplace? Well, national governments who seem to be as vain as the car manufacturers themselves, keep filling the gaps the car manufacturers themselves have created. Squeezing suppliers, introducing cars below total cost price is in the end financed by us, the taxpayer.

The power of branding and customer intimacy seems strong enough to overcome the lack of operational innovation.

PMI – de Purchasing Managers Index

De Purchasing Managers Index. Elke maand vullen zo’n 300 inkoopmanagers in Nederland een ‘eenvoudige’ enquete in, die resulteert in een rapportcijfer die iets zou zeggen over hoe we er economisch voorstaan. Regelmatig prijkt de uitslag op de voorpagina’s van de financiële katernen.

In Nederland worden in tegenstelling tot andere landen in Europa en wereldwijd alleen inkoopmanagers uit de ‘Industrie’ gevraagd hieraan mee te doen. Volgens de site van de NEVI vertegenwoordigen deze bedrijven ‘minimaal 10% van het BBP’ (

Een aantal beursanalisten zweren erbij en noemen de index ‘van grote strategische waarde’. Anderzijds wordt toegegeven dat de index ‘zeer subjectief is vergeleken met andere indicatoren’.

Ook internationaal gezien bepaalt blijkbaar het inschattingsvermogen van een aantal inkoopmanagers voor een belangrijk deel het sentiment op de beurzen, zoals blijkt uit de zinsnede ‘PMI is considered a leading indicator in the eyes of the Fed’ (zie PMI op de site

Nou nou, zijn al die inkopers nou opeens de nieuwe beursgoeroe’s geworden?

Ik geloof er helemaal niets van. Net als bij de beurs in het algemeen is de kernvraag in mijn ogen: bepaalt de stand der economie ons sentiment, of bepaalt ons sentiment de stand der economie?

Bij gebrek aan andere ‘leading indicators’ is waarschijnlijk die van de Purchasing Managers opgewaardeerd naar een in mijn ogen bedenkelijk niveau. Waarom er trouwens geen Sales Managers Index is of een Logistics Managers Index kan ook niemand uitleggen, behalve de grap die ik laatst hoorde dat ‘die inkoopmanagers waarschijnlijk de enigen zijn die tijd genoeg hebben om trouw elke maand een enquete in te vullen’.

Meten is weten, maar cijfers liegen, zei mijn leraar Statistiek vroeger. Ik sluit me daar in geval van de PMI volledig bij aan.

Gerard Ekhart

Directeur Imengo Works BV

[email protected]

Dit artikel verscheen eerder in SCMagazine (

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