Remove 2006 Remove Examples Remove Innovation Remove Inventory
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Provoking the Industry to Move Past Incrementalism

Supply Chain Shaman

Instead of pushing innovation forward, I see companies using the term “digital” as a path for IT spending. When we study 600 public companies by peer group, at the intersection of inventory turns and operating margin, only 5% drive improvement. In this case, the metrics are operating margin and inventory turns. Moving Forward.

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A New Red Wagon?

Supply Chain Shaman

Let me give you an example. ” There are now chartered groups to innovate the business models. As shown in Figure 1, the company has been unable to maintain balance on the portfolio of cost and inventory. Note that recent inventory progress is slipping against the improvements during the recession).

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The Coffee Pot Conversation That Will Not Happen

Supply Chain Shaman

A forum was great for networking but not for driving process innovation. For example, client-server to cloud architectures offered great promise for process innovation, but companies just moved their processes without asking how to drive new levels of value from technology.

Gartner 199
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Measuring Up?

Supply Chain Shaman

To help, in this post, we provide you with some insights for the period of 2006-2015. In our analysis, only one out of ten companies successfully improves operating margins and inventory turns at the same time. The analysis is for two time periods: 2006-2015 and 2009-2015. Inventory Turns. A Look at History. Resiliency.

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L’Oréal: A Case Study in Supply Chain Excellence

Supply Chain Shaman

The award, based on beating the industry peer group on rate of improvement on the key metrics of growth, operating margin, inventory turns, and Return on Invested Capital (ROIC) while outperforming their peer group, is tough to achieve. Orbit Chart for L’Oréal at the Intersection of Inventory Turns and Operating Margin.

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Imagine the Supply Chain of the Future

Supply Chain Insights

Today, 90% of publicly-traded companies are stuck at the intersection of operating margin and inventory turns. While most companies have been able to make progress in one of these two critical metrics in the period of 2006-2013, they have not been able to make progress on both together. Join the innovators to explore new horizons.

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Novo Nordisk: A Story of a Supply Chain Leader

Supply Chain Shaman

With more than 90 years of innovation in diabetes care, Novo Nordisk is a global pharmaceutical leader. Note that neither company is making progress at the intersection of operating margin and inventory turns. The level of performance in 2015 is the same as 2006. The sessions are open to all innovators.