DOCSLIB.ORG

The 2015 MHI Annual Industry Report Supply Chain Innovation— Making the Impossible Possible

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
The 2015 MHI Annual Industry Report Supply Chain Innovation— Making the Impossible Possible The 2015 MHI Annual Industry Report Supply chain innovation— Making the impossible possible Supply chains face conflicting demands to be better, faster and cheaper. Innovation is the key to achieving all three. Table of contents 4 Supply chain innovation—Making the impossible possible 8 Eight technologies redefining the future of supply chains 12 Maturing technologies 13 Inventory and network optimization 16 Sensors and automatic identification 19 Cloud computing and storage 22 Robotics and automation 25 Growth technologies 26 Predictive analytics 29 Wearable and mobile technology 33 Emerging technologies 34 3D printing 38 Driverless vehicles and drones 41 Making it happen—Transforming your supply chain 43 About the report 44 Acknowledgements 46 Addendum Eight emerging technologies that will transform traditional supply chain models over the next decade. Challenges Emerging Technologies of respondents believed that at least one of the technologies could either Customer Demand for be a source of competitive Lower Delivered Costs % 51 % advantage or disruption in their 75 industry in the next 10 years. Inventory & Network 45% Optimization Tools Customer Demand for Faster Response Times 50% Sensors & Automatic 42% Identification % Robotics & Automation Rising Customer 39 Service Expectations % of Eight Four Top 49 % Predictive Analytics* 38 LEARN MORE p33 LEARN MORE p5 * Predictive analytics, is only used today with 24% of respondents, but expected to climb to 70% in the next 3-5 years. Adoption Rate 50% 45% 40% 35% 30% 25% 20% 2014 Adoption 15% 10% 5-year 5% Compound 0% Annual Growth Inventory & Sensors & Cloud Robotics & Predictive Wearable & 3D Printing Driverless Network Automatic Computing & Automation Analytics Mobile Vehicles & Rate Optimization Identification Storage Technology Drones Tools Maturing Growth Emerging LEARN MORE p8 Barriers LEARN MORE p6–7 Preparation Lack of a clear business case to 36% justify the investment. Lack of adequate talent to utilize 52% 46% 31% the technology effectively. + Spending + + Training workforce to Partnering with vendors use new technologies to understand benefits 1 MILLION $ LEARN MORE p41 0 MILLION 1 0 MILLION Companies spending on $ % % 0 42 41 emerging technologies 1 $ over the next two years. LEARN MORE p10 Began piloting new Increased budget 4% 17% 49% technologies The 2015 MHI Annual Industry Report 3 Supply chain innovation— Making the impossible possible Supply chains face constant pressure to do more with less. “The speed at which supply chain innovation is being After years of cost-cutting and efficiency improvements, adopted coupled with rising consumer expectations for the pressure to reduce costs while simultaneously boosting anytime, anywhere service is stressing traditional supply performance continues unabated—with no end in chains to near-breaking points,” says George Prest, CEO sight. These conflicting challenges are putting pressure of MHI. “Companies that continue to rely on traditional on margins and creating headaches for supply chain supply chain models will struggle to remain competitive and executives who are often stuck between the rock and hard deliver orders that are complete, accurate and on-time.” place of slashing expenses and building new capabilities. In this year’s annual MHI Industry Report, developed in As many supply chain organizations have spent years collaboration with Deloitte, we delve more deeply into cutting costs and eliminating waste, incremental these supply chain challenges with a specific lens on how improvements are leading to diminishing returns. This is technology innovation can help illuminate the path to the driving the need for supply chain executives to seek more supply chain of the future. innovative solutions. In 2014, the 100-plus thought leaders and partners behind The U.S. Roadmap for Material Handling & Logistics predicted that traditional supply chain models will undergo “Companies that continue to dramatic transformational change due to technological innovation and changes in customer demand between utilize traditional supply chain now and 2025.1 models will struggle to remain Survey participants for this Annual Industry report included more than 400 supply chain professionals from a wide competitive and deliver orders range of industries, with the majority (57%) holding executive positions such as CEO, Vice President, or General that are complete, accurate and Manager. Participating companies ranged in size from small to large, with half reporting annual sales in excess of on-time.” $100 million, and 11% reporting $10 billion or more.2 1 Figure 1: Challenges for supply chains 2 About this Survey, end of document Customer demands for lower delivered costs/pricing Not challenging Customer demands for faster response times Somewhat challenging Increasing competitive intensity, rising customer service expectations Customer demands for more customized producrs and services Very challenging Increasing volatility of demand Extremely challenging Increasing number of products Increasing volatility of supply, including supply disruptions Customer demands for smaller, more frequent shipments 1 Customer demands for more supply chain transparency/sustainability 0% 20% 40% 60% 80% 100% Source: survey results 1 MHI: U.S. Roadmap for Material Handling & Logistics, January 2014 2 See "About the report", page 43 4 Driving the possible The survey focused on eight technologies identified by The To address these challenges, many organizations are U.S. Roadmap for Material Handling & Logistics that are changing their fulfilment strategies and holding inventory driving next generation supply chains: closer to key customers or markets and building specialized, high-velocity facilities (see Figure 2). These • Inventory and network optimization tools strategies are a step in the right direction; however, • Sensors and automatic identification fulfillment strategies alone will not be sufficient to address • Cloud computing and storage the current and future challenges that supply chains face. • Robotics and automation • Predictive analytics For example, although holding inventory can be an • Wearable and mobile technology effective way to buffer against uncertainty, it can also • 3D printing be expensive. Emerging technologies such as advanced • Driverless vehicles and drones inventory optimization tools can help supply chain leaders make smarter decisions about where inventory buffers can Across the board there is an expected increase in spending be deployed most effectively. on these supply chain technologies over the next two years. At the high end of the spectrum, 4% of companies Similarly, building specialized, high-velocity distribution plan to invest more than $100 million over the same facilities for high-volume products can streamline omni- period. channel shipments and reduce total delivered costs. However, in order for that fulfillment strategy to be both The survey also identified the following five critical supply efficient and effective, companies should invest in enabling chain realities where these technologies can help drive technologies such as tightly integrated planning and step-change improvements. execution systems coupled with automation and automatic identification. It’s all about the customer experience According to the survey, customer pricing pressure (51%), "The best decision-making is driven by feedback on demands for faster response times (50%), and rising events as or before – not after – they occur," said John customer service expectations (49%) are the top three Hill, a director at The St. Onge Company. "Automatic issues that supply chain leaders and professionals find very identification, wearable and mobile technology, and or extremely challenging (see Figure 1). cloud-based systems provide the real-time visibility into the dynamics of actual operations that companies must have for world-class supply chain decision-making and management." Figure 2: Fulfillment strategies to meet customer expectations Holding inventory closer to key customers/markets 53% Building or modifying facilities foromni-channel distribution and fast cycle-time, high volume shipments 35% Logistics outsourcing 29% Logistics insourcing 27% Collaborative logistics (sharing transportation or distribution facility capacity with other companies) 26% Introducing "postponement" strategies to reduce 17% turn-around time on final packaging or assembly others 8% 0% 10% 20% 30% 40% 50% 60% Source: survey results The 2015 MHI Annual Industry Report 5 Driving the possible Alignment between supply chains and customer A smattering of companies are starting to leverage some needs is paramount of these new technologies and pursuing collaboration in As we pointed out above, 50% of this year’s survey a variety of ways, including: using customer data (23%) respondents cite “customer demands for faster response or supplier data (16%) to drive predictive analytics; using times” as extremely or very challenging. As companies cloud computing to collaborate with trading partners expand their global footprints, adjust their trade flows, (20%); and using information from sensors and auto- and try to meet their customers' ever-rising expectations identification to share and collaborate with customers and for faster response times, they should invest in forward- suppliers (22%). looking technologies and capabilities that can help them rapidly assess and redesign their complex supply chain “The best companies in the world use collaboration to networks to satisfy the
Load more

Recommended publications
  • Logistics Systems Engineer – Interdisciplinary Competence
    PAPER LOGISTICS SYSTEMS ENGINEER – INTERDISCIPLINARY COMPETENCE MODEL FOR MODERN EDUCATION Logistics Systems Engineer – Interdisciplinary Competence Model for Modern Education http://dx.doi.org/10.3991/ijep.v5i2.4578 Tarvo Niine and Ott Koppel Tallinn University of Technology, Tallinn, Estonia Abstract—Logistics is an interdisciplinary field of study. However, based on research of university curricula, it is Modern logisticians need to integrate business management observed that the field of logistics education does not and administration skills with technology design, IT systems include engineering aspects to enough extent. This is both and other engineering fields. However, based on research of in terms of technologies as well as the systematic nature of university curricula and competence standards in logistics, engineering thinking. Large proportion of logistics the engineering aspect is not represented to full potential. curricula are focused on business administration with only There are some treatments of logistician competences which selected engineering topics touched, usually focusing on relate to engineering, but not a modernized one with wide- case studies of implementation benefits rather than how to spread recognition. This paper aims to explain the situation specifically design, develop such technologies and to re- from the conceptual development point of view and suggests engineer processes to accommodate with the changes. In a competence profile for “logistics system engineer”, which terms of logistics system design and underlying thought introduces the viewpoint of systems engineering into processes, the approach could often benefit from being logistics. For that purpose, the paper analyses requirements more systematic. of various topical competence models and merges the introductory competences of systems engineering into Similar gap can be observed on the level of competence logistics.
    [Show full text]
  • Industrial Engineering and Management M.Sc. ()
    Module Handbook Industrial Engineering and Management M.Sc. SPO 2015 Winter term 2021/22 Date: 30/09/2021 KIT DEPARTMENT OF ECONOMICS AND MANAGEMENT KIT – The Research University in the Helmholtz Association www.kit.edu Table Of Contents Table Of Contents 1. General information ....................................................................................................................................................................................................... 13 1.1. Structural elements .......................................................................................................................................................................................................13 1.2. Begin and completion of a module .......................................................................................................................................................................... 13 1.3. Module versions ..............................................................................................................................................................................................................13 1.4. General and partial examinations ............................................................................................................................................................................13 1.5. Types of exams ...............................................................................................................................................................................................................
    [Show full text]
  • Springer.Comspringer.Com.Cn
    ABCD springer.comspringer.com.cn Springer 工程學 2010年 上半年度 ABCD springer.com Don’t wait! Sign up today! Accelerate your business and join us, using all of the tools Springer has created to keep you informed tailored to your specific needs 7 Sign up today for the Springer NEWS online at springer.com/springeralerts/booksellers 7 Create your own catalogs quickly and easily using the SIGN UP ! Springer Customized Catalog at springer.com/customizedbooklist 7 Keep track of journals that have transferred to us at springer.com/forgetmenot 7 Learn more about the full range of our new, forthcoming and just released titles 7 Get notice about Price Changes and Special Offers and last but not least… 7 Make use of the electronic Book Order Form and email your order directly to Springer Customer Service Center Sign up at springer.com/bookseller springer.com 014262x springer.com Table of Contents 1 Engineering Aerospace Technology and Astronautics ................................................................................................. 2 Appl. Mathematics / Computational Methods of Engineering .......................................................... 3 Automotive Engineering ......................................................................................................................... 5 Biomedical Engineering ............................................................................................................................ 6 Building Construction, HVAC, Refrigeration .....................................................................................
    [Show full text]
  • Towards a Strategic Management Framework for Engineering of Organizational Robustness and Resilience
    Towards a Strategic Management Framework for Engineering of Organizational Robustness and Resilience Der Rechts- und Wirtschaftswissenschaftlichen Fakultät / dem Fachbereich Wirtschafts- und Sozialwissenschaften der Friedrich-Alexander-Universität Erlangen-Nürnberg zur Erlangung des Doktorgrades Dr. rer. pol. vorgelegt von Florian Maurer, MA aus Bregenz, Österreich Als Dissertation genehmigt von der Rechts- und Wirtschaftswissenschaftlichen Fakultät / vom Fachbereich Wirtschafts- und Sozialwissenschaften der Friedrich-Alexander-Universität Erlangen-Nürnberg Promotionstermin: .. Tag der mündlichen Prüfung: .. Vorsitzende/r des Promotionsorgans: Prof. Dr. Markus Beckmann Gutachter/in: Prof. Dr. Kathrin M. Möslein Prof. Dr. Ulrike Lechner Abstract I Abstract The concepts of organizational robustness and resilience are essential to organizations to withstand internal and external dynamics, risks, uncertainties and crisis. These concepts enable organizations to innovate within these adverse situation and to find a better position before the occurrence of events. Nevertheless, these concepts are less understood in Service Science research. Main focus within this theory is still on joint co-creation of value in service networks and less on innovation from organizational crisis situation. This dissertation at hand investigates into the concepts of organizational robustness and resilience from a theoretical and empirical perspective. Both perspectives are antecedent to design, develop and engineer the Strategic Management Framework for Engineering
    [Show full text]
  • Supply Chain Engineering
    Supply Chain Engineering Marc Goetschalckx Errata First Edition, Springer, 2011. Last updated 19-May-14 5:45:00 PM Foreword 05-Sep-2011 Replace “missing” by “mission’ in line 4. 27-Aug-2011 Replace “breath-first” by “breadth-first”. Note that this error also appears in the introductory description on Internet sites such as Amazon, but has already been corrected in the printed version. Introduction 18-May-2014 On page 18, replace “disposal time is the required” with “disposal time is the time required”. 09-Dec-2011 In the References on page 14, reference 2, replace “upply chain” with “supply chain”. Update publisher information to “Pitman Publishing, London.” Page 4, replace first sentence with “For an organization to become a long term component of a supply chain requires that the relationship between them is beneficial in the long run for the organization and for the rest of the supply chain, i.e. it is a win-win relationship.” Page 4, first paragraph, change “In the manufacturing industries, examples are” to “In the manufacturing industries, examples of supply chains are”. 31-Aug-2011 In Figure 1.5, change “Stratetic” to “Strategic” in the top left cell of the matrix. Engineering Planning and Design 18-May-2014 On page 30, replace “recyclable materials collected for” with “recyclable materials collected from”. On page 55, replace “higher- level” with “higher-level” without the extra space. 24-Oct-2012 On page 34, second paragraph, replace “articles and book has been published” with “articles and books have been published”. On page 38, last paragraph, replace “There exist a separation” with “There exists a separation”.
    [Show full text]
  • MS in Advanced and Intelligent Manufacturing (AIM)
    Proposal for New Program MS in Advanced and Intelligent Manufacturing (AIM) Graduate School of Engineering AIM MS Proposal Led & Prepared by Sagar Kamarthi Intended AIM MS Co-directors to be Hongli ‘Julie’ Zhu and Xiaoning ‘Sarah’ Jin Nov 20, 2020 1 EXECUTIVE SUMMARY In the last five years, the United States has seen a resurgence in advanced manufacturing fueled in part by the creation of 14 National Network of Manufacturing Innovation Institutes. The US government and industry have invested several billion dollars to revitalize advanced manufacturing in the US. As a result, all stakeholders including industry, academia, research labs, and government agencies have been forming strong partnerships to rapidly transfer science and technology into manufacturing high-tech products and processes. To meet the current and projected demand for engineers, researchers, and scientists trained in advanced and smart manufacturing and leverage Northeastern’s recognized research and development in nano and microscale manufacturing, smart manufacturing, and data analytics, the College of Engineering (COE) proposes to start a new graduate program, MS in Advanced and Intelligent Manufacturing (AIM). This program will enable students to acquire the necessary engineering, analytical and research skills to design, supervise, and manage advanced and manufacturing facilities and projects in industry, government or academia. Figure 1 depicts an infographic of advanced and smart manufacturing1. The program will address conventional manufacturing as well as advanced manufacturing. Conventional manufacturing covers topics such metal removal, forming, casting, and particulate processes. In contrast advanced manufacturing covers topics such as nanomanufacturing, fabrication and printing of micro and nano devices, additive 3D printing of parts, electronics, sensors, medical, materials and energy applications.
    [Show full text]
  • Study Programme
    Study Programme Academic year 2021-2022 Faculty of Engineering and Architecture Ghent University (Programme jointly organized by Ghent University, Vrije Universiteit Brussel) European Master of Science in Photonics (v6) Language of instruction English Valid in the academic year 2020-2021 - accessible by re-enrolment only 1 General Courses These general courses are taught in parallel at Ghent University and at Vrije Universiteit Brussel (with lecturers from both universities), with the exception of the course 'Innovation Management' (the VUB counterpart is ‘Business Aspects of Micro-Electronics and Photonics'). The programme of the European Master of Science in Photonics has a compulsory international mobility, that can be taken as follows: • An international exchange through Erasmus of at least one semester; • An international internship of 10 credit units; • A master's dissertation at an international partner university (30 credit units); • A master's dissertation with a strong international component or an international research exchange of at least 6 credit units. The compulsory international mobility can partly be met by following an international Summer School (outside of Belgium), of at least 3 credit units. No.Course name Lecturer (dept.) CRDT Ref MT1 MT2 SemesterContact Study 1 Optical Materials Kristiaan Neyts TW06 6 1 1 60 180 2 Microphotonics Dries Van Thourhout TW05 6 1 1 60 180 3 Lasers Geert Morthier TW05 4 1 1 30 120 4 Introduction to Entrepreneurship Petra Andries EB23 3 1 1 15 90 5 Mathematics in Photonics Peter Bienstman TW05 4 1 1 30 120 6 Laboratories in Photonics Research Nicolas Le Thomas TW05 6 1 2 76 180 7 Optical Communication Systems Geert Morthier TW05 6 1 2 60 180 8 Sensors and Microsystem Electronics Herbert De Smet TW06 6 1 2 60 180 9 Physics of Semiconductor Technologies and Geert Van Steenberge TW06 4 1 2 36 120 Devices 10 Innovation Management Katrien Verleye EB23 3 1 2 30 90 11 Recent Trends in Photonics Wim Bogaerts TW05 4 2 1 30 120 2 Elective Courses Subscribe to 38 credit units from 2 modules from the following list.
    [Show full text]
  • Print Programme (V3)
    Study Programme Academic year 2021-2022 Faculty of Engineering and Architecture Ghent University (Programme jointly organized by Ghent University, Vrije Universiteit Brussel) Master of Science in Photonics Engineering (v3) Language of instruction English Valid as from the academic year 2021-2022 1 General Courses These general courses are taught in parallel at Ghent University and at Vrije Universiteit Brussel (with lecturers from both universities). A key feature of this programme is that there is an option to take the first master year without being physically present in Belgian, as all courses of the programme will be live streamed and/or recorded. Students who choose this option, select the O-sessions ("online") in their curriculum. No.Course name Lecturer (dept.) CRDT Ref MT1 MT2 SemesterContact Study 1 Optical Materials Kristiaan Neyts TW06 6 1 A:11, O: 60 180 2 Microphotonics Dries Van Thourhout TW05 6 1 A:11, O: 60 180 3 Lasers Geert Morthier TW05 4 1 A:11, O: 30 120 4 Mathematics in Photonics Peter Bienstman TW05 4 1 A:11, O: 30 120 5 Optical Communication Systems Geert Morthier TW05 6 1 A:22, O: 60 180 6 Sensors and Microsystem Electronics Herbert De Smet TW06 6 1 A:22, O: 60 180 7 Physics of Semiconductor Technologies and Geert Van Steenberge TW06 4 1 A:22, O: 36 120 Devices 8 Innovation Management Katrien Verleye EB23 3 1 A:22, O: 30 90 9 Recent Trends in Photonics Wim Bogaerts TW05 4 2 1 30 120 2 General Courses Subscribe to no less than 7 and no more than 9 credit units from the following list.
    [Show full text]
  • Brothers, Sheila C
    Brothers, Sheila C. From: Cramer, Aaron M. Sent: Saturday, December 14, 2019 6:52 AM To: Bird-Pollan, Jennifer; Brothers, Sheila C.; Ett-Mims, Joanie; Woolery, Stephanie L. Cc: Badurdeen, F F. Subject: NEW MS: Supply Chain Engineering Attachments: New Masters Deg Pgm Form-Final-SCE (December 2019).pdf Proposed New MS in Supply Chain Engineering This is a recommendation that the University Senate approve, for submission to the Board of Trustees, the establishment of a new MS degree: Supply Chain Engineering, in the Department of Mechanical Engineering within the College of Engineering. Rationale: There is a national skills gap and demand for professionals in supply-chain-related careers. Demand in this area is reported to exceed supply by six to one. In Kentucky alone, there were more than 6,000 job postings for supply- chain positions in the previous year. There are very few similar programs, and the most comparable at Georgia Tech is not oriented towards working professionals. This two-year, non-thesis program, to be offered in an online formatted, has been developed in cooperation with the Gatton College of Business and Economics. The program features nine hours of common core courses (shared with the forthcoming proposed MS in Supply Chain Management program), 15 hours of Engineering-specific core courses, three elective hours, and three hours of capstone industry project. An initial cohort of 10 students followed by steady-state enrollment of 15 students is anticipated. Aaron Aaron M. Cramer Kentucky Utilities Associate Professor of Electrical and Computer Engineering Director of Graduate Studies, Electrical Engineering Chair, Senate Academic Programs Committee University of Kentucky 859-257-9113 [email protected] 1 NEW MASTER’S DEGREE PROGRAM Office of Strategic Planning and Institutional Effectiveness (OSPIE).
    [Show full text]
  • Ryder Forms Strategic Partnership with Plug and Play to Support Development of Innovative Supply Chain and Logistics Startups
    NEWS RELEASE Ryder Forms Strategic Partnership with Plug and Play to Support Development of Innovative Supply Chain and Logistics Startups 11/28/2017 - Ryder Demonstrates its Leadership in Bringing Innovative Solutions to Market with Support for Startup Accelerator - MIAMI--(BUSINESS WIRE)-- Ryder System, Inc. (NYSE: R), a leader in commercial fleet management, dedicated transportation, and supply chain solutions, announced today that the Company is expanding its commitment to innovation with several new partnerships, including sponsoring Plug and Play, a global startup ecosystem and venture fund specializing in the development of early-to-growth stage technology startups in 12 verticals. “Ryder is constantly looking for new ways to promote innovation and efficiency within our customers’ supply chain operations and this latest partnership with Plug and Play will help us accomplish just that by accelerating the development of some of the greatest emerging technologies to date,” said Steve Sensing, Ryder President of Global Supply Chain Solutions. “We’re confident Ryder’s unparalleled engineering and analytics expertise will advance the strategic priorities of Plug and Play and its partners, and ultimately drive innovation within supply chain and logistics.” Ryder’s sponsorship of Plug and Play will focus on accelerating projects across a variety of industries, addressing the need for supply chain management and effective logistical operations in almost every type of business. Ryder will engage with a select group of startups to provide executive mentoring, technical expertise, and the opportunity to potentially pilot startup solutions within its own operations. This will create an added benefit beyond standard startup scouting. “Plug and Play is proud to receive support and industry expertise from Ryder as the newest addition to our Plug and Play Supply Chain & Logistics program,” said Saeed Amidi, Founder and CEO of Plug and Play.
    [Show full text]
  • From Product Design to Supply Chain Design: Which Methodologies for the Upstream Stages of Innovation?
    From product design to supply chain design : Which methodologies for the upstream stages of innovation? Brunelle Marche To cite this version: Brunelle Marche. From product design to supply chain design : Which methodologies for the upstream stages of innovation?. Engineering Sciences [physics]. Université de Lorraine, 2018. English. NNT : 2018LORR0155. tel-01946850 HAL Id: tel-01946850 https://tel.archives-ouvertes.fr/tel-01946850 Submitted on 6 Dec 2018 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. AVERTISSEMENT Ce document est le fruit d'un long travail approuvé par le jury de soutenance et mis à disposition de l'ensemble de la communauté universitaire élargie. Il est soumis à la propriété intellectuelle de l'auteur. Ceci implique une obligation de citation et de référencement lors de l’utilisation de ce document. D'autre part, toute contrefaçon, plagiat, reproduction illicite encourt une poursuite pénale. Contact : [email protected] LIENS Code de la Propriété Intellectuelle. articles L 122. 4 Code de la Propriété Intellectuelle.
    [Show full text]
  • NYU ‘S Tandon School of Engineering!
    Welcome to NYU ‘s Tandon School of Engineering! Master of Science Industrial Engineering Program Overview Fall 2020 The team – we are here to support you Aric C. Meyer Administrative Director Technology Management and Innovation Thomas Mazzone Director of Industrial Engineering, Industry Associate Professor Elizabeth Spock Academic Advisor Technology Management and Innovation Rebecca Menzer Academic and Career Advisor Technology Management and Innovation Industrial engineers determine the most effective ways to design, manage and improve systems —people, machines, materials, information, and energy—to make a product or provide a service Industrial Engineers earn salaries above the average and the market for our degree is expected to grow 8% - 10% over the coming decade in areas like change management, organizational transformation and systems optimization. Industrial Engineering Students come from a wide variety of backgrounds and an engineering degree is not required to join our program The skills that Industrial Engineers develop are valuable, and highly sought after across a wide range of industries. Industrial engineers work in consulting firms, financial services, health care, government, transportation, construction, social services, operations and supply chain management Industrial Engineering provides greater career flexibility The industrial engineering skill set we help you develop is broad, deep and focused on application. This opens a broader scope of job opportunities. The type of jobs* we prepare you for: o Industrial Engineer – ave. $75K o Business Process Analyst – ave. $73K o Change Management Consultant – ave. $110K o Lean Consultant – ave. $85K o Agile Consultant – ave. $86K o Process Improvement – ave. $76K o Supply Chain Analyst – ave. $72K o Project Manager – ave.
    [Show full text]