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Supply chain excellence is easier to say than to explain. At each company, there is a relationship between the metrics of growth, margin, inventory, customer service, and asset strategy. For the purpose of this article, I will use Return on Invested Capital (ROIC) as the proxy metric to discuss asset utilization.) The reason?
Over the Memorial Day weekend, I stumbled on an old article that I wrote in 2001. While there is work within SAP to rethink SNC and use the assets purchased with Ariba to build multi-tier capabilities, the progress is not encouraging. At the time, I was a junior Gartner analyst. was controversial. Marketplace Rebirth.
It was a story where people believed that functional excellence leads to supply chain superiority. Year after year, well intentioned people toiled against improving metrics that reduced, not improved, the effectiveness of the supply chain. Metrics comparison of Kellogg Co. You got it! vs. General Mills, Inc. A Case Study.
He sold the company in 2001 when the company had achieved revenues of about $10 million. The company buying his company, EXE Technologies, is now infamous among those who have followed the WMS market. It was really intended to allow us to buy a few robots and rent some space, just get us started” and prove the business model.
The untethered exuberance reminds me of the race for Y2K, the futile experimentation with trading exchanges in 2001, or the race for e-commerce. Here are my predictions for 2018: Supply Chain Excellence as We Know It Is Redefined. Supply chain excellence definitions evolve as companies explore the Art of the Possible.
I have been an industry analyst since 2001. Procter & Gamble and Kimberly Clark); but for most companies that I have worked with, I see that they have purchased and implemented inventory technologies, but there has not been an impact on future years results in either Days of Inventory or Days of Working Capital. I am optimistic.
Over the period of 2009-2015, only 88% of companies made improvement on the Supply Chain Metrics That Matter. To meet the criteria for The Supply Chains to Admire for 2016, companies needed to score better than their peer group average for performance metrics, while driving a higher level of improvement than 2/3 of their industry peer group.
Moreover, they help them track their performance against key metrics and identify areas where they can improve. Watch how to use this Logistics KPI Dashboard Excel Template by SCMDOJO Conclusion for Improving Logistical Efficiency In conclusion, optimizing logistical efficiency requires a holistic approach that encompasses various strategies.
Launched in 2014 and brought to you by the eWorld Procurement & Supply team, The Procurement Summit will provide senior purchasing, sourcing and supply chain executives across the North of England with an unmissable opportunity to keep up-to-date with the latest industry innovations, best practice and new technology solutions.
” At the other end of the continuum is the argument that “ Forecast error is the most important metric to improve.” I have been an industry analyst covering the market– Gartner, AMR Research, Altimeter Group and my own company Supply Chain Insights– since 2001. ” I am in the middle. Moving Forward.
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. Lucas had a team that dictated sourcing based on excel spreadsheet analysis to reduce cost and improve tax efficiency.
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. Lucas had a team that dictated sourcing based on excel spreadsheet analysis to reduce cost and improve tax efficiency.
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.
On August 13th, Infor announced the intent to purchase GT Nexus for 675M$. The largest was the purchase of Lawson in 2011 for 2B$. The company branded as GT Nexus in 2001 and purchased Tradecard in 2013. GT Nexus began operations in 1998 using the name Tradiant. While many will compare you to SAP, it is not a comparison.
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