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L’Oréal: A Case Study in Supply Chain Excellence

Supply Chain Shaman

The award, based on beating the industry peer group on rate of improvement on the key metrics of growth, operating margin, inventory turns, and Return on Invested Capital (ROIC) while outperforming their peer group, is tough to achieve. The orbit chart below illustrates L’Oréal’s performance at the intersection of two metrics.

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Just Jump

Supply Chain Shaman

In my forty years of studying supply chain planning, the groups became larger, but with questionable results. For example, in my qualitative research studies, I find few can answer the questions of what defines a feasible plan, how to measure inventory effectiveness, or how to tune and refine models. Lack of aligned metrics.

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Organizational Alignment: Overlooked, but So Important.

Supply Chain Shaman

” Followed by “How are you organized, and what defines functional excellence? And, how do you tie functional excellence to corporate value?” Companies became less clear on the definition of supply chain excellence and how to implement decision support technologies. Functional Metrics.

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Supply Chain Leaders Rearranging Deck Chairs? Yes, I Think So.

Supply Chain Shaman

Excellent firms don’t believe in excellence – only in constant improvement and constant change. What Is Supply Chain Excellence? My second observation is that for 96% of public companies supply chain excellence is slip-sliding away. Reflections on Excellence. Tom Peters. Here, in this blog, I explain.

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Supply Chain Performance Declined In the Last Decade. The Question is Why?

Supply Chain Shaman

The myopic focus on IT standardization resulted in the purchase of technology, but not value delivery. Focus on functional metrics without alignment to a balanced scorecard to drive value. Over the last decade, in the building of global supply chains, organizations grew more political with gaming on metrics. Mistake #3.

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Holding Ourselves Accountable for Business Results

Supply Chain Shaman

In fact, in our Supply Chains to Admire analysis, we find that this is true in twenty-five of twenty-eight industry sectors studied. The Focus Inside-out Supported by Functional Metrics. Instead, the path requires a redefinition of process, metrics, and capabilities. Only four percent of companies outperformed their peer groups.

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Pandemic Lessons For Supply Chain Leaders

Supply Chain Shaman

I am currently working on a couple of case studies for this blog on how business leaders used digital twin modeling during the pandemic. Initially, the output was published to procurement to design strategic buying strategies. Watermelon Metrics Don’t Drive The Right Results. I love the metaphor of watermelon metrics.