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Inventory Everywhere, But Not the Right Product to Ship

Supply Chain Shaman

Bloated inventories. Despite investments in planning, today, industries hold 28 more days of inventory than in 2004. The larger the number of days of inventory, the greater the cash drag.) Changes in Inventory Year-end inventory values by industry from Y Charts. The story continues. Rising inflation.

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Untangling The Tangled Web We Weave

Supply Chain Shaman

Craft and execute strategies? The year was 2004. This was before the split of Kraft into Mondelēz and Heinz, at the beginning of the implementation of Kraft’s global supply chain strategy. (He I was working on a report on the Multi-Enterprise Inventory Management (often termed MEIO) and I challenged Pete. Gain insights?

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Four Strategies What Worked

Supply Chain Shaman

Based on my research, I write about four strategies that drove value over the last decade. Colgate outperformed P&G in Return on Invested Capital (ROIC), and P&G exceeded Colgate in inventory turns. Which strategy drove the most significant value??” A Clear Strategy. Schneider Electric Strategy.

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This Week in Logistics News (September 24 – 30)

Logistics Viewpoints

since 2004, hit an all-time high of 4,586 points in late March. The CNBC article states, “ As delivery times and consumer demand rose this year, retailers responded by ordering inventory earlier than usual. When in-transit shipping time began to improve quickly, Nike CFO Matthew Friend said, it led to swelling inventories.”

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Supply Visibility: More Important Than Ever. Yet Elusive.

Supply Chain Shaman

As a result, most projects are not clear in scope, with the implementation of visibility as a “functional extension to existing process” lacking a holistic outside-in approach/strategy to sense, respond, and act. In 2004, I joined AMR Research, a Boston Analyst firm. Design an Over-Arching Strategy and Building Blocks.

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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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Walmart Supply Chain: Building a Successful Integrated Supply Chain for Sustainable Competitive Advantage

SCMDOJO

Introduction The global business landscape has witnessed an increasingly fierce competition, pushing companies to seek effective strategies to maintain and enhance their competitiveness. Among these strategies, the role of supply chain capability stands out as a key factor in driving success.