2003 Manufacturing Metrics 
Supply Chain Shaman
APRIL 24, 2025
In 2000-2003, I worked on teams as a Gartner analyst developing Magic Quadrants. The research methodology for the Supply Chains to Admire compares the performance of a company against its industry peer group for the metrics of Year-over-Year Revenue Growth, Inventory Turns, Operating Margin, and Return on Capital Employed (ROCE).
Supply Chain Shaman
APRIL 27, 2022
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.) Supply chain excellence was largely defined as manufacturing excellence.
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Supply Chain Opz
JULY 7, 2013
For example, if you were a contract manufacturer in China, you might already have different logistics networks for different customers. For example, some cosmetics manufacturers formulate products and choose a packaging and labeling that complies with the regulations of multiple countries in Asia.
Kinaxis
SEPTEMBER 8, 2014
The issue is that none of their IT investments in the last 10 years have moved the needle on operational metrics such as inventory levels, case fill rates, and other operational metrics. However, in a subsequent article published in 2003 and titled “ Computing Productivity: Firm-Level Evidence ” Erik states that. Their words.
Supply Chain Shaman
FEBRUARY 18, 2013
Over the last decade, neither the pharmaceutical nor medical device manufacturer has been able to drive the revenue/employee productivity gains of their comparative peer groups. Figure 2 contrasts the state of cash-to-cash cycles between 2000-2003 and 2008-2011. Power is shifting to the hospital. I think both factors are at play.
Enterra Insights
APRIL 22, 2019
2] She wrote: “There’s no doubt about it: manufacturers who fail to meet a retailer’s vendor standards can get into financial trouble. Back in 2003, Zeiger wrote, “In some cases, [suppliers insist], the requirements are petty, arbitrary or even illogical. Footnotes. [1] Footnotes. [1] LinkedIn, 8 December 2014. [5]
Supply Chain Network
MARCH 26, 2012
In 2003, Coca-Cola enterprises began a five year, $200 million IT plan called Project Pinnacle. Coke’s main desires in terms of supply chain improvement included metrics with no manual intervention, industry standards that are not Coke specific and an even more vigorous system for reporting hierarchies. How do they do it all?
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