Supply Chain Shaman
JULY 12, 2021
I worked with Roddy when I was at AMR Research from 2006 to 2010. As a strong proponent of maturity models, many discussions centered on the movement from program-based to functional metrics and how to drive alignment. Our discussions, influenced the model shown in Figure 1 from the Book Metrics that Matter. Roddy loved beer.
Supply Chain Shaman
JANUARY 19, 2014
Despite multimillion dollar technology projects, and tomes of strategy documents, they are stuck in their ability to overcome market factors and rising complexity to drive continuous improvement on a portfolio of metrics. In 2006, I asked Dick why it was taking him so long to define the roles of planning within P&G.
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Supply Chain Shaman
JULY 3, 2015
Every year we identify the companies that best exemplify the demand-driven ideal for today’s supply chain and document their best practices, which can help all companies move closer to their demand-driven goals.” Supply chain leaders manage a complex system of non-linear, but very inter-connected metrics. It is a HOAX.
Supply Chain Shaman
AUGUST 11, 2014
We have found that supply chain metrics are gnarly and complicated.During During the period of 2006-2012, Campbell Soup Company outperformed its peer group on the Supply Chain Index. Food and Beverage Company Performance on the Supply Chain Index for the Period of 2006-2012. Supply Chain Index Rankings for 2006-2013.
Talking Logistics
NOVEMBER 10, 2014
The German team overcame disappointments in 2006 and 2010 to win the World Cup this year, while favorites Spain (the defending champion) and Brazil (the host country) were humbled by the competition. That was my opening question to the executives attending last month’s Elemica reveal 2014 Conference in Frankfurt.
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