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Not To Be A Losing Pawn

Supply Chain Shaman

Pawn Definition: “A chess piece of the smallest size and value. The metrics were not aligned. Production and replenishment policies should never be distinct. Map the different metrics and incentives in the organization to behavior. He loved chess, and I was a reluctant participant. You have to do so.

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Supply Chain Normalcy? Think Again.

Supply Chain Shaman

The global supply chain is built on three assumptions: rational government policy, availability of reasonably priced logistics, and low variability. For organizations layered in functional metrics and driving a cost agenda, this is a tough nut to crack. Over four-hundred days of war in Ukraine. Unrest in Sudan.

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Building a Triple A Supply Chain: Ten Tactics That Work

Supply Chain Shaman

We consistently see that companies focused on functional excellence–a focus within a functional silo like manufacturing, transportation or distribution– or singular metrics– like inventory or costs– underperform against their peer groups. Reward teams for cross-functional metrics. Tie policy to action.

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Supplier Quality Management: What it is, 5 Key Metrics to Know & a 4 Step Supplier Evaluation Process

GlobalTranz

The next posts in the series will break down metrics and issues to consider in SQM by industry and conclude with a case study on the application of SQM. 5 Key Metrics to Use for Scoring Supplier Quality Management (From LNS Research ). 5 Key Metrics to Use for Scoring Supplier Quality Management (From LNS Research ).

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Why Do We Forget to Define Supply Chain Excellence?

Supply Chain Insights

When asked what stage in the end-to-end supply chain process maturity they were in, most people in the course said their companies were good at transactional efficiency, and were currently focused on data sharing, moving to policy development (see Figure 1). End-to-End Supply Chain Maturity Stages. Orbit Chart for Dollar Tree.

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Navigating The End-to-End Journey

Supply Chain Shaman

While companies believe that there is opportunity to building an end-to-end strategy, there is no standard definition. The company that plays to win does not strive to have the best manufacturing costs, or the best procurement practices; instead, the team focuses on winning together cross-functionally on a commonly held portfolio of metrics.

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Supplier Performance Management – The Ultimate Guide

SCMDOJO

The biggest challenge is that simply offering metrics, even those that appear to be the “right” metrics, usually doesn’t produce any results. The questions that are most often asked are: What metrics should I use? What metrics do others (in my industry) use? Where do I begin?