article thumbnail

Make Room for Leadership to Drive S&OP

Supply Chain Shaman

Observations on What It Takes In the Mea Culpa post, I wrote that I used to believe that excellence in S&OP was a ratio of 60/30/10. (60% This research, completed in 2006, was during the transformation of multi-national to global supply chains. 60% change management, 30% process and 10% technology.)

S&OP 376
article thumbnail

L’Oréal: A Case Study in Supply Chain Excellence

Supply Chain Shaman

On average fo rthe period of 2006-2016, L’Oreal had a 17% operating margin as compared to Estee Lauder’s operating margin of 13%. Note that the company is at the industry average on growth, but outperforming the average on operating margin, inventory turns, return on invested capital, market cap, price to tangible book.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

The Coffee Pot Conversation That Will Not Happen

Supply Chain Shaman

Gartner purchased the firm in 2010.) Driving Improvements in Supply Chain Excellence. He felt strongly that supply chain leaders knew how to drive supply chain excellence and needed a forum– or maybe two or three depending on the business model– to help them network and refine their approaches. I disagreed.

Gartner 199
article thumbnail

Visibility: If Only I Could See

Supply Chain Shaman

In 2004-2006, Greg Aimi (now a Gartner analyst) and I worked on a common definition of visibility for over a year. This team was working on quality improvements and found that the flows crossed 117 disconnected documents in access, excel, and google analytics. These sources while functional are difficult to connect.

article thumbnail

Rockwell Automation: A Case Study in Supply Chain Excellence

Supply Chain Shaman

The orbit chart in Figure 1, shows the relative rate of improvement at the intersection of inventory turns and operating margin for the period of 2006-2017. Orbit Chart for Rockwell Automation at the Intersection of Operating Margin and Inventory Turns for the Period of 2006-2017. Ernest Nicolas joined Rockwell Automation in 2006.

article thumbnail

Collaboration? When It Comes to Cash-to-Cash, We Don’t Know How to Walk the Talk

Supply Chain Shaman

Brand owners have the lowest cost of capital and could redefine the value chain to drive sustainable value, but they don’t collaborate and use these new approaches to drive value. Instead, the focus is on reducing the costs of finance by eliminating labor costs through Business Process Reengineering (BPOS) and elongating payables.

article thumbnail

Insights from Elemica reveal 2014 Frankfurt

Talking Logistics

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. BASF’s goals included: Automating the end-to-end Purchase-to-Pay process from purchase requisition to invoice.