Remove 2013 Remove Inventory Remove Inventory Reduction
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Inventory Management: We Can Do Better

Supply Chain Shaman

Downsizing inventories over the past decade crippled the response.” In Table 1, I share research collected for the Supply Chains to Admire analysis on the average days of inventory by industry across the period of 2004 to 2019 by increments to match economic shifts. Days of Inventory Peer Group Across Time Periods.

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Patterns Tell the Story of Supply Chain Excellence

Supply Chain Shaman

The second part of the story is that inventory turns for Lenovo are 10.8, Ranking at #13, PepsiCo outperforms on inventory turns, but performance is declining. Performance of PepsiCo Compared to Beverage Peer Group for the Period of 2013-2023 Now let’s compare these patterns to a company driving improvement and outperforming.

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Congrats to the Winners of the Supply Chains to Admire 2023

Supply Chain Shaman

An average margin of 21% with inventory turns of 1.58 Sanofi Performance Versus Peer Group for 2013-2022 Similarly, I find 35% of companies following the pack not able to drive resilience in the face of market shifts. The performance in 2022 is almost the same as that in 2013 (note the circular pattern). Challenge this paradigm.)

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Embracing the Supply Chain as A Complex Non-linear System

Supply Chain Shaman

We have successfully reduced warehouse labor, but planning is more labor intensive today, and less effective. turns in 2013. Kellogg posted 19% margin in 2013 and 6.96 turns in 2013 but fell to 11% margin and 6.05 This work completed in 2013 defined the Supply Chains to Admire. Planning Needs to Change.

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How We Stubbed Our Toe in The Evolution of S&OP

Supply Chain Shaman

Companies tightly coupling the budget to S&OP have significantly higher inventories and lower growth than their peer group. Deployment of deeper statistical engines for inventory management with a focus on safety stock will improve inventory levels. Industries carried on average 32 days more inventory in 2020 than in 2007.

S&OP 195
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Transforming Automotive Supply Chains: Southeast Toyota’s Journey With Blue Yonder

BlueYonder

In 2013, Southeast Toyota launched the PATHWAY initiative, a project aimed at: Enhancing Southeast Toyota dealers’ ability to order the right product for the Retail segment by providing inventory target mixes and preferences for various key vehicle attributes.

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Excess Inventory? No Problem. You Have Trailers In the Yard.­­

Talking Logistics

With the national warehouse vacancy rate hovering at record lows and warehouses bloated with inventory pulled in from China during 2018 to get ahead of impending tariffs, companies can combine flexible storage options with advanced technology to create an end-to-end supply chain solution that works. Not Cut Out for E-Commerce.