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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? In mature S&OP processes, the focus is on serving markets.

S&OP 321
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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. The blue in Table 4 highlights underperformance, while the yellow highlights mark the companies meeting the criteria for both analyses.

Gartner 275
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How to make S&OP meetings a highlight in your team’s calendar

AIMMS

Common causes for this include poor change and process management, misalignment in terms of business strategy, mismatched metrics across the business, dysfunctional technology and lack of expertise to operate and implement technology. Suddenly, S&OP meetings would not be as tedious. Their flow wouldn’t be interrupted.

S&OP 207
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How to make S&OP meetings a highlight in your team’s calendar

AIMMS

Common causes for this include poor change and process management, misalignment in terms of business strategy, mismatched metrics across the business, dysfunctional technology and lack of expertise to operate and implement technology. Suddenly, S&OP meetings would not be as tedious. Their flow wouldn’t be interrupted.

S&OP 156
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Who Should Be In The Winner’s Circle?

Supply Chain Shaman

Heavily booked and running from meeting to meeting, I was late. The topic of the meeting was the logistics to launch of the AMR Research Top 25. As a research leader at AMR Research when I voiced the concern for a more rigorous peer group analysis in prior meetings, I hoped for a better outcome. The result? The reason?

Gartner 235
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3 Core Metrics & 10 Soft Metrics for Measuring Supply Chain Performance

GlobalTranz

3 Key Metrics for Measuring Supply Chain Performance Beyond Cost Reduction. The goal is to keep inventory levels at a minimum to meet customer needs. In comparison, the poorest-performing companies in the lowest quartile had a range of working capital between 23% and 39% as a percentage of revenues. Isn’t time important?

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Supply Chain Leaders Rearranging Deck Chairs? Yes, I Think So.

Supply Chain Shaman

The supply chain is complex non-linear system that is easily thrown out of balance through a focus on functional metrics. They rock back and forth in improving singular metrics but struggle to improve a portfolio of growth, margin, inventory performance, and asset utilization. Stop the Focus on Functional Metrics.