Talking Logistics
OCTOBER 18, 2016
3PL market has grown by roughly 7% annually since 2009 and is expected to reach $170 billion by the end of 2016. 3PLs are being asked by shippers to create better metrics to provide both added understanding and a deeper perspective as to what’s occurring inside their business both yesterday, in real time and tomorrow.
Supply Chain Shaman
AUGUST 11, 2014
We have found that supply chain metrics are gnarly and complicated.During We built these into continuous improvement programs such as Lean Six Sigma, while also setting goals to drive breakthrough cost savings to supplement continuous improvement savings. We named it the Supply Chain Index. Our aim was to maintain a 3 to 3.5
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ThroughPut
JUNE 14, 2019
Dating back to 2009, bottleneck elimination came in the form of chemical engineering homework sets examining flow rates, pumps, and other levers. Time: I would look at business flow metrics more closely, and clearly assess if the numbers I am seeing are in line with industry standards.
ThroughPut
JUNE 14, 2019
Dating back to 2009, bottleneck elimination came in the form of chemical engineering homework sets examining flow rates, pumps, and other levers. Time: I would look at business flow metrics more closely, and clearly assess if the numbers I am seeing are in line with industry standards.
Talking Logistics
OCTOBER 17, 2016
Mariotti states that you first have to measure it, and he outlines several metrics and techniques in the book, including ranking customers by annual sales, profit, and gross margin percentage. Take, for instance, Six Sigma black belts. How do you reduce supply chain complexity, or at least slow its growth?
Supply Chain Shaman
NOVEMBER 14, 2016
Over the period of 2009-2015, only 88% of companies made improvement on the Supply Chain Metrics That Matter. Companies passing these two tests are then analyzed against the performance factors for 2009-2015: Growth. We had silo’s and different functional areas had competing metrics that prevented progress.
GlobalTranz
OCTOBER 28, 2015
Overall equipment effectiveness (OEE) is a hierarchy of metrics developed by Seiichi Nakajima in the 1960s to evaluate how effectively a manufacturing operation is utilized. 1981: Six Sigma Developed by Motorola. 1960s : The Development and Use of Overall Equipment Effectiveness (OEE). 1983: Patent for RFID Tags Secured.
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