2015 Groups Metrics Procurement Solutions 
Supply Chain Shaman
APRIL 9, 2021
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. The myopic focus on IT standardization resulted in the purchase of technology, but not value delivery. Belief in efficient procurement. Alignment Barriers.
Logility
JANUARY 26, 2017
The second part of Drucker’s quote, “if you can't measure it, you can't improve it,” really brings home the importance of having the right set of metrics. In the field of supply chain management, we have created an abundance of metrics and key performance indicators (KPIs). requires a different set of metrics.
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Supply Chain Shaman
NOVEMBER 28, 2016
Over the period of 2009-2015, only 88% of companies made improvement on the Supply Chain Metrics That Matter. (As As a group, these metrics have the highest correlation to market capitalization. As a group, public companies want to make progress to both drive and sustain metrics performance, but they cannot.
Supply Chain Shaman
OCTOBER 29, 2014
Groupthink is a psychological phenomenon that occurs within a group of people in which there is a desire for harmony within the group, but the result is an irrational or dysfunctional outcome. I feel that the industry is engaged in ‘Group Think’ No one in this meetings is going to ask tough questions.
Supply Chain Shaman
DECEMBER 18, 2014
Most have a supply organization that has a sub-group that is chartered with forecasting demand for use by supply. In contrast, the demand organization that I am advocating is an analytics group that crosses over sales and marketing into supply. The traditional tools and approaches are not up to the task. Push for new Solutions.
Supply Chain Shaman
DECEMBER 17, 2018
It is just not enough to do a software upgrade or slowly push continuous improvement projects. Completed in 2012, the ERP project forced the company to standardize organizational design, roles, and metrics. They saw a steady drop in inventory and reduced working capital by about 50% over the period of 2011-2015. The reason?
Supply Chain Shaman
FEBRUARY 27, 2020
In 2015, I worked with a manufacturer of men’s underwear. (My The company sold on Amazon, operated its own website, managed outlet stores, and could purchase end-aisle displays in major retail chains. The product development group advocated a long-tail supply chain strategy with many combinations of color, packaging sizes, and artwork.
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