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Supply Chain Metrics that Matter

Supply Chain Movement

Supply Chain Metrics That Matter makes this truth clear enough with its thorough analysis of recent multi-industry performance trends. Supply Chain Metrics That Matter was written to guide businesses through the change process with a measurementbased outlook that will help any organization stand the test of time.

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Holding Ourselves Accountable for Business Results

Supply Chain Shaman

In fact, in our Supply Chains to Admire analysis, we find that this is true in twenty-five of twenty-eight industry sectors studied. Enterprise resilience–the ability to have consistent balance sheet returns despite market volatility– decreased starting in 2014. The Focus Inside-out Supported by Functional Metrics.

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Building a Triple A Supply Chain: Ten Tactics That Work

Supply Chain Shaman

” Hau Lee, October 2014. We consistently see that companies focused on functional excellence–a focus within a functional silo like manufacturing, transportation or distribution– or singular metrics– like inventory or costs– underperform against their peer groups. Reward teams for cross-functional metrics.

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Announcing the Supply Chains to Admire 2015

Supply Chain Shaman

Tomorrow, I present the Supply Chains To Admire 2015 Analysis at the Supply Chain Insights Global Summit in Scottsdale, AZ. It is for this reason, that we analyze the patterns of the Metrics That Matter using orbit charts over the period of 2006-2014. The theme is “Imagine the Supply Chain of 2025.”

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Don’t Perpetuate the Hoax of the Gartner Top 25

Supply Chain Shaman

Inventory Turns (15%) (based on 2014 results). Growth 10% (Year-over-Year comparison of 2013 versus 2014). It is a limited analysis of large companies. Supply chain leaders manage a complex system of non-linear, but very inter-connected metrics. Leaders need to balance a portfolio of metrics. Why Do I Think This?

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2016: Building a Balanced Scorecard for Discrete Industries

Supply Chain Shaman

For the discrete industries we contrast the industry averages for growth, operating margins, inventory turns, cash-to-cash cycle, revenue per employee, and SG&A ratio for the periods of 2006-2014 and 2011-2014. For each metric we show the averages and the percent change from the beginning and end of the period.

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2016: Building a Balanced Scorecard for Discrete Industries

Supply Chain Shaman

For the discrete industries, we contrast the industry averages for growth, operating margins, inventory turns, cash-to-cash cycle, revenue per employee and SG&A ratio for the periods of 2006-2014 and 2011-2014. For each metric was show the averages and the percent change from the beginning and end of the period.