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Clorox Successfully Implements a Program for Value Chain Segmentation

Supply Chain Shaman

It was a strategy day in 2006. In 2006, Clorox was adding businesses through acquisition, expanding globally in both existing and new markets, moving into new distribution channels, and adding customers who required different route-to-market models. I remember the first discussion with Mark and Dave. They built a guiding coalition.

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Stories of Supply Chain Leadership: An Interview with Joan Motsinger of Seagate

Supply Chain Shaman

In our work on the Supply Chains to Admire report , we tracked the progress of manufacturing, retailing and distribution companies for the period of 2006 to 2013 and 2009-2013. We then rated companies on their ability to manage and improve a portfolio of metrics: operating margin, inventory turns and Return on Invested Capital (ROIC).

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Lean Thinking Revisited

Operations and Supply Chain Management

One landmark in the lean revolution for retailers was Walmart ’s decision in 2006 to thin out inventory by $6.5 Companies that adopted the lean-inventory approach largely omitted tenets of the system that called for having extensive backup plans in case of an event that interrupted plant operations or caused a sudden demand surge.

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S&OP – 13 Years On, What Have We Learned and What Has Changed?

AIMMS

In December 2006, I published an article titled “ S&OP or just good supply chain planning ?” Excess inventories, expediting, poor order fulfillment, overtime and poor resource utilization are a fact of life. . Lower inventory levels . I wondered: is S& OP just too hard to implement ? Reduced operating costs .

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Judging Supply Chain Improvement: Campbell Soup Case Study

Supply Chain Shaman

We believe that a supply chain leader is defined by both the level of performance on the Effective Frontier (balance of growth, Return on Invested Capital, Profitability and Inventory Turns) and driving supply chain improvement. During the period of 2006-2012, Campbell Soup Company outperformed its peer group on the Supply Chain Index.

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S&OP – 13 Years On, What Have We Learned and What Has Changed?

AIMMS

In December 2006, I published an article titled “ S&OP or just good supply chain planning ?” Excess inventories, expediting, poor order fulfillment, overtime and poor resource utilization are a fact of life. . Lower inventory levels . I wondered: is S& OP just too hard to implement ? Reduced operating costs .

S&OP 156
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Renegade Riposte

Supply Chain Shaman

The more that I work on supply chain metrics, the more that I believe that both the SCOR model and the Gartner Hierarchy of Supply Chain Metrics (which I worked on for the period of 2006-2010) reward functional, not end-to-end supply chain behavior. I get called frequently to talk to supply chain leadership teams about inventory.