About the KPMG Blue Yonder alliance

Modern, agile supply chain transformation

KPMG and Blue Yonder

KPMG and Blue Yonder professionals are ready to help design, enhance, and support your supply chain transformation. Leveraging this alliance, you can maximize the value of Blue Yonder’s award-winning solutions while taking advantage of KPMG’s operations experience, financial acumen, and transformation capabilities. Working together, we can help you meet the challenge of designing and implementing a fast, agile, and customer-responsive supply chain.

The future of supply chain

Pivot or perish? Supply chains must become customer-centric, demand-driven and automated.

Transforming transportation

For efficiency, savings and meeting customer requirements, apply analytics to your distribution, logistics and transportation processes

KPMG Supply Chain and Operations Services

KPMG’s Supply Chain Advisory services assist clients to build resilient, demand driven, sustainable, and tax efficient supply chains allowing clients to drive growth, penetrate new markets, and optimize tradeoffs across cost, service, quality, and risk. We are able to assist clients with the full range of operations, process, technology, and people change levers essential for managing today’s global operations and supply chains.

The Future of Supply Chain

Pivot or perish? Supply chains must become customer-centric, demand-driven and automated.

KPMG's Brian Higgins on Supply Chain Risk

Brian Higgins, KPMG U.S. Product Operations & Procurement principal, notes that with uncertainty comes risk, especially for the supply chain of the future.

Demand-Driven Supply Chain 2.0

Demand-Driven Supply Chain 2.0.

As a recent spin-off, the client needed to set up their own independent global supply chain incorporating hundreds of plants and thousands of suppliers. Bringing together all these elements to support their future growth would not be easy. Demand/supply planning was very decentralized and hampered at the plant level by a lack of standardized processes. Suppliers had many different faces to the organization, making the coordinated planning of suppliers, capacities, and constraints very difficult. There was also no way to understand performance holistically across separate supply chain functions. Inventory and total landed costs could not be adequately managed, and information latency coupled with “bullwhipped” variations in demand resulted in significant upstream inefficiencies. In addition, IT infrastructures and systems were limited in their ability to support enterprise-wide planning and execution. KPMG developed an integrated planning vision based on a supply chain “control tower” approach that aligns demand and supply to optimize inventory, reduce costs, and improve service. In support of this vision, KPMG created a detailed operating model with baseline processes and procedures, baseline requirements for operational data, new roles and process flows, tools and techniques for planning, and better ways to validate benefit drivers and assumptions. The full case study is available here: https://advisory.kpmg.us/content/dam/advisory/en/services/client-stories/pdfs/auto-interiors-supply-chain.pdf