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Writing: Working on My Book

Supply Chain Shaman

My kitchen table is piled high with interviews for the upcoming book, Metrics That Matter. Writing a book is a labor of love. It is my second book. To give readers a sneak peek for the book, here I share my interview with Peter. Peter is one of sixty-five companies that I have interviewed for the book. I am behind.

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L’Oréal: A Case Study in Supply Chain Excellence

Supply Chain Shaman

Based in Paris, L’Oréal is a global personal care manufacturing company. Note that the company is at the industry average on growth, but outperforming the average on operating margin, inventory turns, return on invested capital, market cap, price to tangible book. (Read more to understand the details on the Supply Chain Index ,).

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Organizational Alignment: Overlooked, but So Important.

Supply Chain Shaman

” Followed by “How are you organized, and what defines functional excellence? And, how do you tie functional excellence to corporate value?” Companies became less clear on the definition of supply chain excellence and how to implement decision support technologies. This gap grew over the last decade.

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Is the Package Under your Tree?

Supply Chain Shaman

At that time, manufacturers talked about customer-centric supply chains, but were afraid to aggressively adopt ecommerce strategies. Manufacturers, today, are aggressively pursuing e-commerce strategies. If you are going to be excellent at ecommerce fulfillment, you need to have great perpetual inventory capabilities.

Packaging 332
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What Is Old Is New Again. Maybe, Just Maybe, the Emperor Is Getting Some Clothes.

Supply Chain Shaman

It was funded by 50 large consumer products manufacturing companies (CPG). In the dawn of e-commerce, conservative manufacturers, anteed up $240 million in four months. While there is work within SAP to rethink SNC and use the assets purchased with Ariba to build multi-tier capabilities, the progress is not encouraging.

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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. Here are some examples: Manufacturing: Lowest manufacturing cost, Operational Equipment Effectiveness (OEE), and Asset Utilization.

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Supply Visibility: More Important Than Ever. Yet Elusive.

Supply Chain Shaman

The secondary problem is the lack of definition of process requirements and a buying team that cannot see past simple MRP/MRP II/DDMRP requirements. Today, there are no authoritative identifiers to track and trace for containers, warehouse locations, trucks or manufacturing plants. These are authoritative identiers. Close this gap.