“Vecco is arguably the first commercial supply chain collaboration platform built from the ground up to handle complex multi-partner collaboration processes on a global scale.”

Bob Ferrari, The Ferrari Group – Supply Chain Analyst

Value Chain Resource/Response Planning™ Changed the Game.
This Is How We Do It.

Multi-Site and Multi-Tier Visibility

End-to-end, real-time visibility of critical demand, supply, capacity and logistics status is the “Holy Grail” of value chain management. VCRP enables true real-time visibility between you and your key partners, regardless of what systems or nomenclature you use.

Multi-Party/Site Planning

Once value chain leaders have end-to-end visibility, real-time planning can then be achieved. Leaders can collaborate with their key partners, analyze history and capacity, manage demand, apply analytics and synchronize preferred plans across multi-tiers / sites regardless of underlying IT systems. Secure data management permits segmentation of planning data between partners, product lines, users and customers.


Synchronized value chains have unique capability to monitor and control execution in real-time. Serious events can be detected automatically before customers / KPIs are impacted. Leaders and partners are notified and collaborate to create efficient and effective responses (or can be system executed through predefined business rules). Plans are synchronized, execution is coordinated and customers are satisfied on time, in full.

Dramatic competitive advantages are realized by increasing visibility and responsiveness while reducing latency and decision times across your extended supply chain.

We simplify the complexity while managing the constant change in your business and across your entire value chain. This enables you to compress innovation and fulfillment cycles and drive profitable growth.

VCRP™ Has Proven Implementations To Over 3,000 Trading Partners

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Highlighted News

Formlabs Leverages Vecco to Manage Global Demand, Supply, and Inventory Operations

Leading 3D printer manufacturing company deploys next generation supply chain management system to orchestrate supply and demand across their rapidly expanding global supply chain. MALVERN, PA.   Vecco International, provider of an advanced end-to-end cloud-based supply chain management solution, enables Formlabs, the industry leader in 3D printing technology, to manage the company’s global supply chain in support of their rapid international growth. “We are honored that Formlabs has selected Vecco as the foundation of their Digitization Initiative supporting its rapidly expanding complex global supply chain” said Jonathan Kall, Vecco’s CEO. Formlabs pioneered the new category of professional desktop 3D printing in 2012 when it launched the world’s first affordable, powerful desktop stereolithography 3D printer. Today the company is bringing powerful and accessible fabrication tools into the creative hands of professionals around the world. Formlabs will deploy Vecco’s Value Chain Resource & Response Planning (VCRPTM) platform across its multi-tier supply chain enabling them to better plan and manage worldwide inventory and gain complete visibility and control over the company’s product supply and demand. According to Henk Van Wuijckhuijse, Global Head of Planning & Logistics, “Formlabs selected the Vecco platform because of its comprehensive yet incrementally deployable supply chain capabilities which will enable us to extend our NetSuite ERP and better plan and execute on constant changes in demand, supply and inventory. With Vecco on board, we now have the ability to scale the business by overseeing and proactively managing what is quickly becoming a very complex worldwide supply chain.” Vecco’s patented, cloud-based multi-tier VCRP solution can extend and complement all major ERP and S&OPs to provide visibility and control across... read more

Is Lack of Real-Time Global Data Threatening Your Ability to Service Your Customers?

So you’ve just learned that there’s good news… and there’s bad news. First, the good news: your sales for a specialty item manufactured in-house are through the roof. In fact, they’re way over forecast. Now, the bad news. You’re short on production orders. And raw materials. And coordinating your global supply chain in a timely manner to meet your customers’ needs feels like an even taller order. This scenario is just one of many that’s all too familiar for manufacturers. So what is the real problem here? And how can you handle the constant change in your supply chains more effectively? In this blog, we’ll discuss how the lack of real-time, end-to-end data can disrupt business operations and what can be done to prevent  the “bad news” scenarios. Too Many Systems, One Major Disconnect First, consider the sheer number of systems that today’s global manufacturers rely upon to run their businesses. Often a result of internal growth or acquisitions, such systems might include everything from multiple ERPs, to CRMs, to S&OPs, to spreadsheets, and so on. The problem, however, is not simply a result of running multiple systems—it’s due to those systems not being interconnected. To make matters worse, those systems are typically not able to “talk” with external systems in their supply chain. This limited visibility, both internally and among partners’ systems, prohibits decision makers from being able to correct problems before they become serious—or conversely, respond to opportunities in the consumer and business-to-business marketplace.  The Missing Pieces Again, what’s missing from the scenario above is real-time, end-to-end visibility of actionable information that allows manufacturers to proactively respond... read more

Supply Chain 4.0 enabling the Digital Enterprise and Industry 4.0

The real value of the “Digital Enterprise” movement & Industry 4.0 can only be realized unless it is encompassed and orchestrated by parallel automation/Digitization of the ‘Supply Chain’ delivery mechanism. “Global supply chain flows must become increasingly digital and integrated, and end-to-end data will be driven in real-time, exponentially increasing upstream information flows and driving integration across the extended value chain”… thus the recent emergence of the “Supply Chain Management 4.0” movement. Read more in this recent research by... read more

The World is Flattening – Let’s Get Moving!

Global flattening and the exponential advances in technology are revolutionizing the way we live and do business! This is an era where mind boggling advances in a new digital infrastructure, changes in public policy and the effects of globalization are enabling unknown companies to emerge overnight and dominate industries using information and time as competitive weapons. Thomas Friedman wrote about this in his best-selling book “The World is Flat”, as well as countless others in leading publications such as the Harvard Business Review and the Economist. It’s an undeniable fact that the new economy works across borders, languages, currencies and cultures. It’s also an inescapable fact that the dynamics of legacy supply chain processes and incumbent business relationships make it difficult to adapt to these international realities and new competitive landscape. How do you respond to globalization? For too long we have focused on traditional performance improvement areas “within the four walls” and with continually diminishing returns. We need order of magnitude, game-changing improvements, not percentage point improvements. A company’s success in the new economy is increasingly less dependent on individual performance and more dependent on the overall success of the supply chains they participate in. The supply chain that can satisfy the needs of the customer better – wins. Companies need to look outside their four walls, embrace change, embrace new technologies and eliminate the barriers throughout their extended value chain that impede the flow of information and decisions. Time is a company’s most valuable asset and those with the greatest return on time can respond quicker, out-think and out-maneuver the competition. Speed is a devastating competitive advantage... read more

The Refrain is the Same: Can You See Me Now?

Every year there are several surveys asking supply chain executives to rank the challenges they face. And, for as long as I can remember, supply chain visibility ranks at or near the top. This year’s reincarnation of the control tower metaphor is being applied to supply chain visibility. Can you see me now? If it’s so critical, why haven’t we implemented it? —Rich Sherman, Supply Chain Discipline Expert at Trissential The supply chain landscape is composed of many different applications and systems often within an enterprise, let alone the inclusion of the customers and suppliers required to achieve end-to-end supply chain visibility. It’s a complex functional and technical network. There are many vendors addressing the issue; after all, in many ways it represents the Holy Grail. However, the problem is that for supply chain visibility to work, many systems from many vendors are going to have to interoperate. And, which company in the supply network is going to be the “mother ship”? Your customer and supplier base are composed of competitors to one another and you’re not their only trading partner. Like them, you have competitors that are their customers and suppliers. Aha! Perhaps this is the reason that for as long as we can remember, supply visibility is the most desired yet underserved solution in supply chain. That is not to take away from the number of vendors that are providing visibility to a limited subset of the supply chain. There are some solutions in transportation, electronic transaction exchange, procurement, intra-industry collaboration, and other functional capabilities that provide control-tower-like applications. Just no one seems to be addressing a company’s entire supply chain. Well, no one except Hewlett-Packard. In contract with Vecco International, H-P defined and developed a technology agnostic collaboration platform, primarily to incorporate their supplier base... read more

Responsibility Lies with Leaders

First published in the Lean Management Journal (LMJ) and republished here with permission. When it comes to sustainably and profitably growing an organisation in the face of changing market conditions, Roddy Martin identifies various ‘disconnects’ within these initiatives. To understand and manage these disconnects, a four-layer management system must be well understood by executive leadership teams: Systems of Control, Systems of Record, Systems of Process and Systems of Venture and Sufficiency. Another disconnect is IT’s role within these four layers in order to collaborate, not hinder the process. Roddy explains how executive leadership teams can overcome these hurdles. Roddy Martin proposes a four-layer management system model and explains why alignment between these four layers is so critical. As continuous improvement and supply chain performance improvement practitioners, we know that aligning business operating strategy and business performance improvements, and building end-to-end supply chain capabilities to achieve competitive advantage, are merging to achieve one goal: To grow sustainably and profitably while weathering the dynamics of market change. In reality, however, ‘disconnects’ and ‘project-based approaches’ in these initiatives highlight cross-functional gaps that stand in the way of collaboratively building an end-to-end business with demand-driven process capabilities. “Disconnects” are characterised in the following leadership questions: What is the challenge involved in translating and aligning the business operating strategy into end-to-end business processes and supply chain design, and in achieving sustainable performance improvement capabilities by aligning with continuous improvement? What factors are in the way of aligning and synchronising IT with business and supply chain transformation? How is leading and managing the transformational change embedded into every maturity stage of the transformation journey? Is... read more