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Resource-based Theory vs. Supply Chain Management

SCM Research

There is an ongoing debate in supply chain management research about whether or not resource-based theory suggests that supply chain management can be a source of sustained competitive advantage for a firm. In his insightful article, The competitive advantage of interconnected firms: An extension of the resource-based view (AMR, Vol.

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The Coffee Pot Conversation That Will Not Happen

Supply Chain Shaman

Initially, I worked with Arizona State statistics professors and graduate students to correlate market factors to 2006-2012 data.) In addition, Project Zebra–an open source initiative to define outside-in planning processes–starts the testing phase of two of eighteen capabilities next week. I hope to see you there!

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Inflation is Back Up – Are you Ready?

Herlitz Inventory Management

source: tradingeconomics.com. source: thebalance.com. The law of supply and demand, coupled with other environmental and political factors, have led to two months of inflation that are higher than we have seen in 30 years (see table below). ?. Have we lost the knowledge of how to be profitable during periods of high inflation?

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Why Energy Supply Chains are Transitioning to Renewables

Requis

Despite the persistance of some strong fundamentals , 2020 may signal the true turning point in the shift to renewable sources for energy companies. This is not an isolated phenomenon: Norway has been divesting a number of funds of oil and gas investments, especially from high-carbon emission sources like Canadian oil sands.

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Throwing Down the Gauntlet

Supply Chain Shaman

In Figure 1, I share a composite orbit chart of progress of Cisco Systems, Intel, Samsung and Flextronics on the Effective Frontier at the intersection of inventory turns and operating margin for 2006-2012. This is the clear articulation of when and how to make, source, and deliver for the community. What can we learn?

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Uh-Oh! Insights On How P&G Failed And What This Means For You

Supply Chain Shaman

When we compare the results of P&G to its peer group for 2012-2021, P&G outperforms in inventory turns and margin but underperforms in growth and asset utilization. As shown in Figure 1, the results for the period of 2012-2021 tell the story. Shown in Figure 2, we track the results for the period from 2006-to 2021.

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Nasty Gal: When a Disrupter Isn’t Disruptive Enough

FLEXE

Founded by 32-year-old Sophia Amoruso in 2006, Nasty Gal’s rise and fall happened in less than a decade. In 2012, things began to pick up even more. But, because it operated at such low product minimums, it struggled to source quality factories that produced quality product. Nasty Gal Inc.,