Remove 2006 Remove Manufacturing Remove Metrics Remove Strategy
article thumbnail

Congratulating the Supply Chains to Admire Winners

Supply Chain Shaman

It is now our fifth year of analyzing balance sheets to understand which companies are outperforming their peer groups on the metrics of growth, operating margin, inventory turns and Return on Invested Capital (ROIC) while driving improvement. Wal-Mart and TJX Orbit Chart for Operating Margin and Inventory Turns for the Period of 2006-2017.

Gartner 206
article thumbnail

SanDisk’s Story of Customer Segmentation Strategies Using Inventory Postponement

Supply Chain Shaman

When I hear companies discussing the implementation of a customer segmentation strategy, I ask a series of questions: Who is your customer? What are you trying to accomplish through the execution of a customer segmentation strategy? SanDisk’s Journey to Build a Supply Chain Customer Segmentation Strategy. It is systemic.

Insiders

Sign Up for our Newsletter

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

article thumbnail

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. Based in Paris, L’Oréal is a global personal care manufacturing company.

article thumbnail

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).

article thumbnail

Talent Trap

Supply Chain Shaman

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. I love doing strategy days with teams. Their supply chains are not improving corporate performance.

article thumbnail

How Do You Define a Mature Supply Chain Planning Organization? (Part 1)

Supply Chain Shaman

In 2006, they made a decision to implement a supply chain planning solution. Manufacturing is designed and planned in isolation. Management and planning of the entire network against a value network strategy. Integration of corporate social responsibility metrics in planning. At that time, they planned on spreadsheets.

article thumbnail

Mush

Supply Chain Shaman

The reason is that as a chemical company, they must run assets, and the methodology penalizes companies with deep asset strategies. As a result, the metrics have to be viewed together as a pattern over time. In the journey, the supply chain leader needs to improve the potential of a portfolio of metrics.

Gartner 301