Remove 2004 Remove Manufacturing Remove Material Savings Remove Metrics
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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. Which strategy drove the most significant value??” ” So, I started work with Arizona State University to take balance sheet data from 2003-2007 to analyze which combination of metrics drove the highest market capitalization.

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The Top 10 Manufacturing Blog Posts from 2014

GlobalTranz

Today, we kick off our annual year end series highlighting the top blog posts in each of our 7 main categories: Manufacturing , Supply Chain , Logistics , 3PL , Business , Transportation , Freight. Top Manufacturing Blog Posts for 2014. Finally, the top 10 list was rounded out safety and metrics. Read Full Post. Read Full Post.

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My Lessons in Interviewing Supply Chains to Admire Award Winners

Supply Chain Shaman

The selection of metrics is based on prior work with Arizona State University to understand which metrics, in combination, correlate to market capitalization and price to book value. Northrup Grumman, PACCAR Inc, ResMed, Ross Stores, Sleep Number, Subaru, Toro, and Taiwan Semiconductor Manufacturing (TSMC) Company.

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Stories of Supply Chain Leadership: An Interview with Joan Motsinger of Seagate

Supply Chain Shaman

In our work on the Supply Chains to Admire report , we tracked the progress of manufacturing, retailing and distribution companies for the period of 2006 to 2013 and 2009-2013. We then rated companies on their ability to manage and improve a portfolio of metrics: operating margin, inventory turns and Return on Invested Capital (ROIC).

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7 Ways to Create Perfect Agile Supply Chain Machine

Supply Chain Opz

The primary focus was to make a manufacturing system became more flexible and could adapt to changes. published the article entitled " Leagility: Integrating the lean and agile manufacturing paradigms in the total supply chain " to describe how agility and lean concept are related. Leagility In 1999, Naylor et al.

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VTech: A Story of a Supply Chain Leader

Supply Chain Shaman

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.

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Throwing Down the Gauntlet

Supply Chain Shaman

Hau L Lee, Triple-A Supply Chains, Harvard Business Review, October 2004. “The idea of the value chain is based on the process view of organizations, the idea of seeing a manufacturing (or service) organisation as a system, made up of subsystems each with inputs, transformation processes and outputs. 3) Risky Business?