2006 Information Inventory Metrics 
Supply Chain Shaman
JUNE 15, 2018
My caution is not so fast… 95% of companies are not making progress at the intersection of growth, operating margin, inventory turns and asset strategies. Figure 1: Supply Chain Metrics Are a Balancing Act. The metrics shown in Figure 1 are difficult to improve together. Consistent data is not available prior to 2006.)
Supply Chain Shaman
SEPTEMBER 9, 2014
The data analyzed to compile the Supply Chains to Admire report came from publicly-available information from balance sheets and income statements. The companies were selected based on performance better than peer group for 2006-2013 and delivering better than average improvement within the peer group as determined by the Supply Chain Index.
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Supply Chain Insights
SEPTEMBER 9, 2014
The data analyzed to compile the Supply Chains to Admire 2014 report came from publicly-available information from balance sheets and income statements. Nineteen of the 200 companies met the performance criteria of improving operating margin, inventory turns, and ROIC together in concert for the years of 2006-2013 or 2009-2013.
Supply Chain Shaman
OCTOBER 25, 2013
It is a quest and the subject of my next book, Metrics That Matter , that will publish in September, 2014. We used the period of 2006 to 2012 to build the model and we used the formula to attempt to predict 2013. And, recently, Procter & Gamble is more focused on improving inventory turns. I shake my head. What did we learn?
Supply Chain Shaman
MAY 29, 2014
I just don’t think the comparison of very different industries in a spreadsheet based on growth, inventory values, and Return on Assets (ROA) is meaningful. The more work that I do on trying to understand corporate balance sheet information and the connection to supply chain excellence, the more I realize how unqualified I was to vote.
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.
Supply Chain Shaman
FEBRUARY 22, 2015
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. What CEO does not like the concept of reducing inventory? It is cash.
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