Supply Chain Shaman
DECEMBER 15, 2022
” In this work, my observation is that large companies have a more difficult journey to drive organizational alignment, than smaller companies. Companies became less clear on the definition of supply chain excellence and how to implement decision support technologies. Organizational Alignment 2012.
Supply Chain Shaman
SEPTEMBER 28, 2022
As a result, companies are writing new case studies through their actions or inaction. The company needs to focus on the design of flows, building outside-in processes, creating an effective supplier development group, reducing complexity, and driving bi-directional orchestration to a balanced scorecard. COVID impacts also continue.
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Supply Chain Shaman
APRIL 9, 2021
Yes, companies held more inventory (measured in days of inventory) in 2019 than at the start of the 2007 recession. Average performance in 2016-2019 across twenty-seven manufacturing sectors on inventory turns, Return on Invested Capital and operating margin was worse than in 2012-2015. Inventories grew twenty days over the decade.
Supply Chain Shaman
DECEMBER 28, 2020
When I started my business in 2012, I frequently wrote about the future using the moniker of Supply Chain 2020. Strangely, in the last decade, while companies had the opportunity to use technology better, supply chain performance declined. Both companies outperformed their peer groups. The Company is struggling.
GlobalTranz
JUNE 4, 2015
In the first post our long tme guest blogger, Chuck Intrieri of The Lean Supply Chai n, gave us 5 core metrics to evaluate supplier performance using supplier quality management and a 4 step process to execute. Review of SQM Metrics and Issues Across 5 Core Industries. #1: Trend Metrics Collected per Site. Medical Devices.
Supply Chain Shaman
MAY 29, 2014
The first, and my major issue with the Gartner Top 25 methodology, is that it attempts to compare all companies in a spreadsheet. The methodology unfairly favors companies that do not have assets. The reason is that as a chemical company, they must run assets, and the methodology penalizes companies with deep asset strategies.
Supply Chain Shaman
AUGUST 12, 2020
The methodology did not include a peer group analysis, and I strongly felt that chemical, retail, and telecommunications companies should not be compared in the same analysis. Putting all companies in a spreadsheet and shaking them up made no sense to me. Over 95% of companies are not good at driving trade-offs. The result?
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