Remove 2001 Remove Inventory Remove Manufacturing Remove Metrics
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Why Have We Not Reduced Inventory?

Supply Chain Shaman

” CFO of a major manufacturer. This year supply chain leaders will celebrate thirty years of progress in supply chain management; but we have not made progress on one of the funamentals: inventory management. Have the early adopters of inventory optimization seen a reduction in inventory on their balance sheets?”

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Supply Chain KPIs You’ll Want Every Morning

Logility

in inventory write-down and 20% drop in stock value. Every company today runs on data – the key to using your data is choosing the right metrics for visibility into your supply chain. Management must be cognizant of issues of procurement, manufacturing, inventory, and distribution that impact satisfaction and loyalty.

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Seven Mistakes You Wish Your CFO Had Not Made You Make

Supply Chain Shaman

As a result, focusing on cost and efficiency, and functional metrics throws the supply chain out of balance. Today, only 4% of companies are the first to buy new technology—a 40% decline from post Y2K in 2001. In addition, Lucas used inventory as a slush fund to make quarterly earnings. Focus on Cost. A Decline in Innovation.

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Seven Mistakes You Wish Your CFO Had Not Made You Make

Supply Chain Shaman

As a result, focusing on cost and efficiency, and functional metrics throws the supply chain out of balance. Today, only 4% of companies are the first to buy new technology—a 40% decline from post Y2K in 2001. In addition, Lucas used inventory as a slush fund to make quarterly earnings. Focus on Cost. A Decline in Innovation.

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Household Products Industry Stuck in Neutral and Going Backwards

Supply Chain Shaman

During the conversation, he thanked me as an ex-Gartner analyst for putting Ariba on problem-watch in May 2001. For many years (1992-2001), I worked at Manugistics, a supply chain planning technology provider. During the period of 1996-2001, the company struggled. Cisco had a kick in the gut in 2001.

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How Supply Chain Lost Its Mojo

Supply Chain Shaman

90% of public manufacturing companies are treading wate r. Improvement on the key metrics of growth, inventory turns, operating margin and Return on Invested Capital (ROIC) is elusive. Then as a software executive (1991-2001 and then 2003-2005) and finally as an analyst (2001-2003 and 2005-present).

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The End of a Fairy Tale. Part 2.

Supply Chain Shaman

Year after year, well intentioned people toiled against improving metrics that reduced, not improved, the effectiveness of the supply chain. The example that I give in the first post is the focus of manufacturing strategies to drive strong results to improve Return on Assets (ROA) that have actually caused a deterioration in operating margin.