Remove Comparison Remove Inventory Remove Metrics
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Step Past AI Hype Drive Real Value

Supply Chain Shaman

Yawn and walk on if the answer is i mproving demand error or reducing inventory levels. On December 5th, Supply Chain Insights is hosting a small event at Georgia Tech to share the results of a two-year research effort to connect financial metrics by industry to supply chain performance to drive value.

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What Does Good Look Like S&OP?

Supply Chain Shaman

A shift from functional metrics to a balanced scorecard. I like the use of growth, margin, inventory turns, Return on Invested Capital, customer service and ESG metrics. The focus on functional metrics sub-optimizes balance sheet results. Funny, isn’t it? Improved Forecast Value Added (FVA).

S&OP 390
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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 However, the key part of this comparison is the fact that Sanofi never drove improvement. As shown in Figure B, the company improved cash-to-cash through the extension of payables, but never improved inventory levels after the spin-off from Kraft.

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Congratulating the Supply Chains to Admire Winners

Supply Chain Shaman

It is now our fifth year of analyzing balance sheets to understand which companies are outperforming their peer groups on the metrics of growth, operating margin, inventory turns and Return on Invested Capital (ROIC) while driving improvement. In Table 3, I share a comparison of the two methodologies. This work is not easy.

Gartner 277
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A New Decade: Give Science A Chance

Supply Chain Shaman

Only four percent of companies compared to their peer groups improved balance sheet performance of growth, operating margin, and inventory turns. When compared to pre-recession years, we ended the decade with twenty more days of inventory. Days of Inventory Comparison. Now, let’s take consumer products.

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Q&A on the Supply Chains to Admire

Supply Chain Shaman

They had to be publicly traded, we had to have a nearly complete data set for the years studied, and they had to have a peer group of at least six companies to be able to draw the comparisons. However, due to a variety of factors, companies are losing ground on driving progress on both inventory turns and operating margin.

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Trying to Push Content Above the Noise

Supply Chain Shaman

We talk about the move from functional metrics to a balanced scorecard, but we don’t use a balanced scorecard as an objective function. Orbit charts of four companies for the period of 2013-2022 at the intersection of operating margin and inventory turns. We talk about complexity, but do not measure the impact on forecastability.

Gartner 368