Remove 2004 Remove Inventory Remove Sourcing
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Inventory Management: We Can Do Better

Supply Chain Shaman

Downsizing inventories over the past decade crippled the response.” In Table 1, I share research collected for the Supply Chains to Admire analysis on the average days of inventory by industry across the period of 2004 to 2019 by increments to match economic shifts. Days of Inventory Peer Group Across Time Periods.

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Supply Visibility: More Important Than Ever. Yet Elusive.

Supply Chain Shaman

In 2004, I joined AMR Research, a Boston Analyst firm. Too few companies have a holistic approach to embrace the plan, make, source, and deliver together. There are no value network solutions in the market to enable plan/source/make and deliver visibility holistically. Reflection. To illustrate the point, let me share a story.

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

Supply Chain Shaman

I have worked with this client since 2004. Comprehensive view of source, make and deliver. Most often the focus is on transportation or logistics, but does not take into consideration the trade-offs between make, source and deliver. Focus is on make, source and deliver together. Focus on the level of inventory.

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Reduce Costs: Invest In Talent

Supply Chain Shaman

In manufacturing-based companies, 70-80% of costs are in the processes of source, make and deliver. While the practices of finance are over 200 years old, in contrast, supply chain as a cross-functional practice (the combination of make, source and deliver) was recently defined in 1982. Is talent a cost or an asset?

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Throwing Down the Gauntlet

Supply Chain Shaman

Hau L Lee, Triple-A Supply Chains, Harvard Business Review, October 2004. In Figure 1, I share a composite orbit chart of progress of Cisco Systems, Intel, Samsung and Flextronics on the Effective Frontier at the intersection of inventory turns and operating margin for 2006-2012. What can we learn? This is a group of leaders.

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Baltimore Bridge Collapse: An Opportunity to Reinforce the Importance of Supply Chain Resilience

Logistics Viewpoints

According to a widely cited framework by Christopher and Peck from “Building the Resilient Supply Chain” (2004), supply chain resilience consists of four dimensions: robustness, agility, redundancy, and flexibility. These dimensions are briefly defined and illustrated below.

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Is Your Supply Chain Recession Proof? A Guide for Building a Resilient Supply Chain

SCMDOJO

Businesses may struggle to balance inventory, increasing the likelihood of either overstocking, tying up valuable capital and incurring storage costs, or understocking. Double-Edged Sword of Inventory Management: Declining demand presents a significant dilemma for inventory management. scenarios of -20% and +20% change).