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Turn Off the Fog Machine: Move Past Groupthink to Drive A Positive, Data-Driven Narrative

Supply Chain Shaman

The goal of the report series is well-defined and strong in terms of ‘what’, but, in my opinion, the report lacks a clear ‘so what’ Here are some data points: The 2002 report states that in 2021, the United States’ business logistics costs increased by 22.4 percent to $1.85 The teams operate in silos.

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Reflection: The Journey to be Market Driven

Supply Chain Shaman

In 2002, I had the opportunity to work with General Mills. The range of bullwhip from the order to planned orders for manufacturing was 2.5-4.0. Outsourced manufacturing had a bullwhip of 8-9. third-party manufacturing) build resilience. Making the shift is important for manufacturers. Strategic levers (e.g.,

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Tackling Item Complexity

Supply Chain Shaman

I worked with the World Kitchen team in the period of 2002-2008. The process helped World Kitchen manage inventories through bankruptcy filing in 2002. World Kitchen’s supply chain– with significant manufacturing and distribution operations throughout North America and Asia– was complex. Product complexity.

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Trane Technologies’ Digital Simulation Journey

DELMIA Quintiq

In select sites, Trane Technologies leverages cutting-edge manufacturing technology allowing the company to improve response times, reduce project life cycles, optimize production processes and enhance facility footprints. “ Trane Technologies is developing shop floor digital twins to optimize all manufacturing process development.”

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Uh-Oh! Insights On How P&G Failed And What This Means For You

Supply Chain Shaman

Keith led the work to move P&G from a regional to a global manufacturer opening up the Warsaw center of planning excellence and outsourcing IT to HP. Keith was an undisputed leader in building talent to drive manufacturing excellence. Supply chain excellence was largely defined as manufacturing excellence.

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The Saga of Supply Chain Innovation

Supply Chain Shaman

The news takes me back to the 2002 market downturn and the market correction with the failure of B2B players and the impact on the supply chain. When I was at Gartner Group in 2002, I followed 212 B2B exchanges. Only 3% of manufacturers are innovators.). Learning From the Past. The retail sector is bracing for the sell-off.

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Whew! It Is Finally Happening.

Supply Chain Shaman

In the period of 2000-2002, when I was at Gartner, I watched the evolution of a model that I violently disagreed with. As we have outsourced logistics and manufacturing, I firmly believe that we need to get more serious about the building of Business-to-Business (B2B) networks. Digital Manufacturing. It is important.