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Building a Triple A Supply Chain: Ten Tactics That Work

Supply Chain Shaman

We consistently see that companies focused on functional excellence–a focus within a functional silo like manufacturing, transportation or distribution– or singular metrics– like inventory or costs– underperform against their peer groups. Reward teams for cross-functional metrics. What did we find?

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Measuring Up?

Supply Chain Shaman

The average manufacturing company’s supply chain organization is 15 years old. The supply chain is a complex system with finite, and non-linear relationships between supply chain metrics that drive balance sheet results. We find that companies can improve one, but not two of the metrics. A Look at History. Resiliency.

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How Do You Define a Mature Supply Chain Planning Organization? (Part 1)

Supply Chain Shaman

Manufacturing is designed and planned in isolation. Integration of corporate social responsibility metrics in planning. Integration with manufacturing systems to understand actual run times and Operating Efficiency (OEE). There is a lack of clarity on what drives value and metrics are functional. Manufacturing.

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Redesign to Improve Value: A Case Study of a Supply Chain Leader

Supply Chain Shaman

I am also busy this Saturday writing reports for our Tuesday newsletter. One of my favorite interviews on this topic, that I recently completed for my upcoming book Metrics That Matter , was with Amway’s Chief Supply Chain Officer George Calvert. Service level is our most important metric. Our activities are broad.

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Are You Feeding the Beast? Or Driving Progress in Your Business?

Supply Chain Shaman

Then it is off to Dallas to speak on Supply Chain Metrics That Matter at the Dallas CSCMP roundtable and complete some more client work. In short, this major manufacturer and a well-respected supply chain leader, lamented the lack of good decision support tools and the singular focus of his IT team to focus on ERP implementation.

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What Makes a Mature Planning Organization? (Part 2)

Supply Chain Shaman

Closing the gaps happens when there are aligned metrics, clarity of vision and aligned planning processes. More advanced supply chain leaders model the role of complexity (product and customer), the impact of risk, and opportunity of innovation as well as product shipping and manufacturing locations, and inventory policies.

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Renegade Riposte

Supply Chain Shaman

The more that I work on supply chain metrics, the more that I believe that both the SCOR model and the Gartner Hierarchy of Supply Chain Metrics (which I worked on for the period of 2006-2010) reward functional, not end-to-end supply chain behavior. The final report will publish in the Supply Chain Insights March newsletter.