Supply Chain Shaman
JUNE 12, 2020
Each day through the COVID-19 pandemic, I tune into Anthony Cuomo’s (governor of New York) daily briefings. His opening line is, “Let’s start with facts. While we all have opinions, let’s start by reviewing the facts.” Downsizing inventories over the past decade crippled the response.”
Supply Chain Shaman
AUGUST 21, 2015
Sales and Operations Planning (S&OP) is in a renaissance. With growth slowing and complexity rising, S&OP is more important than ever. It is not sexy, and it requires hard work; but the greatest value of S&OP is profitable growth. S&OP is moving to the cloud. The reason?
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Supply Chain Trend
JULY 28, 2018
To be most effective, S&OP requires a positive, growth-oriented, mentally tough mindset as well as constructive behaviours. It is unlikely that a critical mass of effective behaviours is present in every company that implements S&OP. Why we need Behavioural Coaching for effective S&OP.
Supply Chain Trend
FEBRUARY 21, 2016
An S&OP implementation requires many changes, not the least behavioural change. However, there are different behavioural change requirements during S&OP maturity stages. In four posts, four coaching phases will be explained to support leaders with behavioural change in different S&OP maturity phases.
Supply Chain Trend
JULY 28, 2018
To be most effective, S&OP requires a positive, growth-oriented, mentally tough mindset as well as constructive behaviours. It is unlikely that a critical mass of effective behaviours is present in every company that implements S&OP. Why we need Behavioural Coaching for effective S&OP.
Supply Chain Shaman
AUGUST 11, 2014
Over the course of the last two years, we at Supply Chain Insight s have worked on a methodology to gauge supply chain improvement. The balance factor tracks progress on both year-over-year growth and Return on Invested Capital (ROIC), and the strength factor is based upon improvement in both operating margin and inventory turns.
Enterra Insights
MAY 6, 2020
In William Shakespeare’s play The Tempest , Antonio states, “What’s past is prologue.” Arntzen, the former executive director of the supply chain management program at MIT, recently republished an article he penned 2009, during the Great Recession. ”[3]. The past as prologue.
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