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In follow-up qualitative interviews, one of the largest issues with organizational alignment was metric definition and a clear definition of supply chain excellence. In my post Mea Culpa, I reference my work with the Gartner Supply Chain Hierarchy of Metrics. Error is error, but is it the most important metric? My answer is no.
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.) Understanding this relationship requires modeling. (A A Case Study.
It ceased to exist in 2005 when it merged with 1Sync. In the height of the e-commerce craze, the marketplace offerings started with a focus on e-procurement. The widely-held view was that the e-procurement market would fuel the next generation of marketplace applications. Transora had a short history. The debates were heated.
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. I wrote many reports on airport floors in those days–electrical plugs were just too scarce.) Sales and Operations Maturity Model from 2005-2008.
Most of the current repetitive processes like (forecasting, reports, purchase orders & Invoicing) will be automated using various technologies. When Hurricane Katrina hit the Gulf Coast of the United States in 2005, Cisco executives created a business continuity-planning dashboard to mitigate risks.
Today Thoma Bravo, a private equity investment firm, announced a definitive agreement to purchase Elemica, a provider of Supply Chain Operating Networks for the chemical industry. The Supply Chain Operating Network technology market evolved from the trading exchange market in 2000-2005. Together, we built this model.
As an analyst in the supply chain market for 15 years, I have written many articles on best-of-breed technology companies purchased by a larger company. The product naming convention changed to Demand Sensing (DS) in 2005. Traditionally E2open sold to the procurement organization. The Company has a checkered past.
Executive, after executive, lament, “They have purchased many technologies and sponsored many projects to reduce inventories, but they are not seeing results.” We are systemically evaluating each industry in the Supply Chain Insights Metrics That Matter series of reports.
According to the press release : The proposed standards are expected to lower CO2 emissions by approximately 1 billion metric tons, cut fuel costs by about $170 billion, and reduce oil consumption by up to 1.8 billion barrels over the lifetime of the vehicles sold under the program. I’ve highlighted other case studies over the years.
Sadly, I find each to have a limited view of supply chain analytics. However, visibility of channel relationships–customer orders and consumption/purchase–in the demand network, or the use and consumption of materials in the extended supplier network, is an ongoing issue. In 2004 Compuware purchased Covisint.
Today, as the founder and managing partner of USM Supply Chain Consultants she has put her expertise in supply chain, procurement, finance and project management to work to help her clients achieve greater profitability. In the end-to-end supply chain there’s procurement, logistics, operations, and warehousing.
Gartner acquired Meta in 2005, and Klappich’s career and industry profile took off. Financial performance metrics are valuable as they capture the economic consequences of business decisions. Where is a firm's earnings over a period of time determined by sales less product costs and general/adminsitrative costs?
But in 2005 Gartner acquired Meta, and Klappich’s career and industry profile took off. Financial performance metrics are valuable as they capture the economic consequences of business decisions. Where is a firm's earnings over a period of time determined by sales less product costs and general/adminsitrative costs?
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