2005 Innovation Manufacturing Metrics 
Supply Chain Shaman
JANUARY 8, 2024
Customer-centric Innovation Drives Value. Intuitive Surgical, L’Oreal, and Sleep Number drove excellence through product and service innovation to outperform their peer groups. You presume you can understand its behavior by looking at it, and there’s simply nobody who can do that” (Fisher, 2005).
Supply Chain Shaman
FEBRUARY 14, 2022
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. Organizations can align to drive value despite the allegiance to functional metrics. Let me explain. Mistake #5.
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Supply Chain Shaman
MARCH 28, 2016
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.
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.
Supply Chain Shaman
JANUARY 18, 2016
Amazon’s innovation is redefining eCommerce faster than Wal-Mart can keep up. Manufacturers are Now Selling Directly to Consumers. Retailers can no longer have their heads in the sand, but neither can consumer products manufacturers. Note that apparel manufacturing is growing and apparel retail is declining.
Supply Chain Shaman
JULY 24, 2015
The Journey from the initial acquisition of IBM PC business in 2005 to our recent acquisitions of IBM X86 business and Motorola X business has driven our culture, our style and our structure. “. A constant focus on innovation at all levels. For me, this means that the supply chain must innovate. Mick continues. “
Supply Chain Shaman
AUGUST 11, 2014
We have found that supply chain metrics are gnarly and complicated.During Dave joined Campbell Soup Company in 2005 after a 24-year career in product supply at Procter & Gamble. In our program, cost avoidance, while desirable, does not count towards the metric. We named it the Supply Chain Index.
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