Remove Books Remove Customer Service Remove Manufacturing Remove Procurement
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Writing: Working on My Book

Supply Chain Shaman

. “When I ask my team about customer service, I get high-five reviews. When I meet with my customers, I get thumbs-down feedback. I find the measurement of customer service to be one of the most difficult.” My kitchen table is piled high with interviews for the upcoming book, Metrics That Matter.

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Pandemic Lessons For Supply Chain Leaders

Supply Chain Shaman

Advanced planning evolved with a focus on modeling manufacturing constraints. Initially, the output was published to procurement to design strategic buying strategies. Procurement became an island–isolated from the demand signal except for MRP. Customer service is red. Over time, this changed.

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When the Rubber Hits the Road

Supply Chain Shaman

Last week, after booking an additional $1B in unexpected supplier costs in the third quarter, the CFO led the company’s focus on restructuring to “support efficient and reliable sourcing of components and internal development of key technologies and capabilities.” COVID impacts also continue. Don’t Be Like Ford.

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Supply Visibility: More Important Than Ever. Yet Elusive.

Supply Chain Shaman

The problem with supplier visibility is bookended into procurement processes that have gone back, not forward over the last decade. Procurement processes–encumbered by a focus on paperless processing, RFPs/RFQs, and efficient procurement–do not embrace the capabilities and requirements of direct material sourcing.

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When It Comes to Planning, Please Vote with Ike!

Supply Chain Shaman

I work with a group that has a sub-team focused on cost, one on customer service, and one on inventory, but lack alignment on a standard definition of supply chain excellence. The organization with deep manufacturing “roots” automated factories and trucks but did not align make, source, and deliver together.

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Seven Mistakes You Wish Your CFO Had Not Made You Make

Supply Chain Shaman

The two most significant factors were a rise in time between the booking to gate in at the port, up 43%, and the ocean transit time, up 36%. The Chief Financial Officer gained more presence with procurement and IT reporting to finance. He asked me to help him understand why his customer service and shipment reliability were poor.

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Seven Mistakes You Wish Your CFO Had Not Made You Make

Supply Chain Shaman

The two most significant factors were a rise in time between the booking to gate in at the port, up 43%, and the ocean transit time, up 36%. The Chief Financial Officer gained more presence with procurement and IT reporting to finance. He asked me to help him understand why his customer service and shipment reliability were poor.