Remove 2005 Remove 2007 Remove Manufacturing Remove Metrics
article thumbnail

How We Stubbed Our Toe in The Evolution of S&OP

Supply Chain Shaman

I wrote my first report on Sales and Operations Planning (S&OP) while sitting on the floor in the Atlanta airport in 2005 when I was an AMR Research analyst. Sales and Operations Maturity Model from 2005-2008. Industries carried on average 32 days more inventory in 2020 than in 2007. (I Let me explain. Mistake #5.

S&OP 195
article thumbnail

Measuring Up?

Supply Chain Shaman

The average manufacturing company’s supply chain organization is 15 years old. The supply chain is a complex system with finite, and non-linear relationships between supply chain metrics that drive balance sheet results. We find that companies can improve one, but not two of the metrics. A Look at History. Resiliency.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

Sales and Operations Alignment: Often The Missing Link

Supply Chain Shaman

I first met Shane in 2007 at the beginning of his work with Syngenta’s value chain. Orbit Chart Comparing Syngenta and Monsanto Progress on the Effective Frontier – Balancing Inventory Turns and Operating Margin for the Period of 2005-2014. He led the team during the period of 2007-2009. Shane’s Story.

article thumbnail

My Take: E2open Buys Terra Technology

Supply Chain Shaman

The product naming convention changed to Demand Sensing (DS) in 2005. In 2007-2014 Terra added inventory management, multi-tier demand sensing, transportation forecasting, and long-term forecasting. There is greater dependency on third parties for manufacturing and sourcing. The Path Forward.

article thumbnail

Seven Misconceptions on Managing Inventory in a Market-Driven World

Supply Chain Shaman

We are systemically evaluating each industry in the Supply Chain Insights Metrics That Matter series of reports. And, when they do, the focus on network design is still on bricks and mortar–where to put manufacturing and distribution locations–not on form and function of inventory, and the design of inventory flows.