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Embracing the Supply Chain as A Complex Non-linear System

Supply Chain Shaman

Note to the reader: we selected these metrics for the balanced scorecard for the analysis after work with Arizona State University to understand which metrics, in combination, most closely correlated with market capitalization. Consider the role of functional metrics and the lack of alignment with the corporate scorecard.)

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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. Organizations can align to drive value despite the allegiance to functional metrics. Let me explain. Mistake #5.

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Measuring Up?

Supply Chain Shaman

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. Teams struggle to drive improvement in both metrics at the same time. A Look at History. Resiliency.

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How Supply Chain Lost Its Mojo

Supply Chain Shaman

Improvement on the key metrics of growth, inventory turns, operating margin and Return on Invested Capital (ROIC) is elusive. Then as a software executive (1991-2001 and then 2003-2005) and finally as an analyst (2001-2003 and 2005-present). Here I want to share a perspective of “Why.” Yes, I am an old gal.).

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Tell Me Why

Supply Chain Shaman

As a result, tor most companies, the goals are unclear and the financial metrics are not well-understood. This year-over-year comparison, enables visualization of performance on two metrics. In addition, they rank last in their ability to drive metrics improvement. Metric balance is difficult for supply chain teams.

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Is S&OP Excellence Slip Slidin’ Away?

Supply Chain Shaman

build alignment (driving goal congruence), building reward systems (defining a cross-functional set of metrics to align to the strategy) and defining the right reporting relationships (the S&OP process needs to report to the profit center manager). In the period of 1998-2005, there was an infatuation with the CPFR process.

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Getting Ready for 2017: Reflections on Telling Lies

Supply Chain Shaman

As I study research methods, and the market, I realize the lies I’ve spun for prior employers (Gartner and AMR Research) are untrue: The AMR Research Hierarchy of Supply Chain Metrics. This research, released in 2005, gives a compelling view of a metrics hierarchy. Bimodal Supply Chains Are a Viable Strategy.