Supply Chain Shaman
AUGUST 12, 2020
When Gartner purchased AMR Research in December 2009, the methodology became the Gartner Supply Chain Top 25. The first step was to charter a research project with the Arizona State University statistics department to analyze which combination of metrics drives the highest market capitalization. The result? The reason?
Supply Chain Shaman
JULY 21, 2022
We aim to move companies from a cost-based agenda to drive value in their supply chains. The selection of metrics is based on prior work with Arizona State University to understand which metrics, in combination, correlate to market capitalization and price to book value. Why do we spend four months doing this?
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Supply Chain Shaman
MARCH 28, 2016
Historically, the traditional supply chain focused on improving costs. Today, more mature supply chain teams focus on delivering value. While companies want to improve supply chain performance and drive value, it is easier said than done. Supply Chain Organizations By The Numbers.
TMC
NOVEMBER 18, 2015
There are many ways to measure supply chain performance in terms of resilience, but there is one that’s easily overlooked even though it is gaining in importance: Detection time. In 2009, the United States boosted import duties on Chinese tires from 4% to 35%, and did so with only 15 days’ notice.
Supply Chain Shaman
AUGUST 5, 2015
At Supply Chain Insights, we published a report card yesterday. The report analyzes supply chain performance and improvement by the Consumer Products Leaders in the period of 2006-2014. Supply chain leaders make progress in three-to-five years. Overall Results on the Supply Chain Metrics That Matter.
Supply Chain Shaman
JANUARY 28, 2015
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. Performance of High Tech and Electronics Supply Chains for the Periods of 2006-2013 and 2009-2013. We are on the journey.
Supply Chain Shaman
APRIL 27, 2022
At each company, there is a relationship between the metrics of growth, margin, inventory, customer service, and asset strategy. For the purpose of this article, I will use Return on Invested Capital (ROIC) as the proxy metric to discuss asset utilization.) I never calculated and accounted for the inter-dependencies between metrics.
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