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By charting the performance against peer groups, I could see the story. The first step was to find a reliable data set and establish the peer groups. We purchase data from Y charts. (A The second step of establishing peer groups was trickier. There is no perfect methodology, and the peer group discussions continue.
The award, based on beating the industry peer group on rate of improvement on the key metrics of growth, operating margin, inventory turns, and Return on Invested Capital (ROIC) while outperforming their peer group, is tough to achieve. L’Oréal’s Performance Compared to the Peer Group. We complete the analysis each year.
How Do You Define Excellence? In retrospect, I find that technology is an enabler, but only if we are clear on what defines supply chain excellence. Many believe that an ex-supply chain exec knows the definition of supply chain excellence. As shown in Figure B, the Company outperforms their peer group but lacks resilience.
The Company was attempting to gain economies of scale by grouping manufacturing technologies within a common infrastructure to reap the benefits of a co-generation facility, a centralized warehouse, and a talented administrative team. In my forty years of studying supply chain planning, the groups became larger, but with questionable results.
” 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.
Each executive has a different perspective on the definition of supply chain excellence, but they are never discussed and aligned. His organization purchased an advanced planning technology from well-known best of breed provider, and the implementation should have been successful, but it was not. What Is The Ring of Fire?
In follow-up qualitative interviews, one of the largest issues with organizational alignment was metric definition and a clear definition of supply chain excellence. To manage continuous improvement, companies need a clear definition of excellence and organizational alignment to that goal. They do not excel in planning or forecasting.
Supply chain excellence is easier to say than to explain. Keith led the work to move P&G from a regional to a global manufacturer opening up the Warsaw center of planning excellence and outsourcing IT to HP. Keith was an undisputed leader in building talent to drive manufacturing excellence. The reason? Discontinued in 2011.
On one hand, consumers expect to increase their online purchases post-pandemic. Retailers and delivery services companies that can break through today’s cycle of mediocre home delivery performance stand an excellent chance of improving customer loyalty and growing market share. Here are three charts that paint the whole picture.
Second, the pandemic kicked online buying and home delivery into “high gear” as many consumers embraced its convenience and dramatically expanded the scope of their online purchasing. Consumers are making purchasing decisions based upon environmental impact. So, how are these two trends mutually beneficial?
The group needed a clear market signal on consumption patterns and the translation of demand with minimal latency to optimize price, mix, and schedule the factory to manage margin. Consumers constantly change the mix preferences in purchases. Somedays, the focus is on steaks or ribs and the next on the purchase of ground or cubed meat.
Aptean is orchestrating the Blue Yonder/E2open/Infor playbook of buying undervalued assets and milking the maintenance and Software-as-a-Service contracts with existing customers. This is despite the strengths of the recent purchase of Optimity. Is it any wonder that this press release published on Friday afternoon?
Today, supply chain excellence matters more than ever. Until there are clear answers, business leaders should avoid buying software from companies with deep investments by venture capitalists. Kinaxis Purchase of Rubikloud. The purchase of Rubikloud by Kinaxis shows just how little the Kinaxis team knows about demand management.
” Lora’s Advice If the President’s group called me and asked for my advice, these are the steps to take: Ask all “experts” to leave their egos at the door. Consider actions to take Drive execution My fear is that the group is focused on tactics without this alignment. Define the mission.
The platinum medal puts RS Group in the top 1% of the 100,000-plus rated companies assessed by EcoVadis with each company rated on the material sustainability risks and issues for size, location, and industry. ESG Report: FY24 www.rsgroup.com/media/bsocsl4m/rs-group-esg-h1-highlights-pack_-november-23.pdf million customers.
In 2012, when I started Supply Chain Insights , I believed that I could revolutionize the purchase of supply chain planning solutions by initiating a rating and review process across trading partners. Buying supply chain planning software is hard. How are people buying software? Here I share how to challenge the status quo.
There will be little relief in 2022 unless the factors driving the increased import volumes—a strong economy and the fundamental shift in consumer behavior to purchase more goods and less services—change. Online buying will fuel home delivery growth, challenges and new strategies. The post Is it too Early For 2022 Predictions?
It is one of the reasons that I went from working at AMR Research to being a partner at the Altimeter Group. I had to learn a new language, a new set of vendors and connect with a new group of users. They excel in the four Ps of marketing. The digital marketing group is often siloed. I see the value. Absolutely!
For the past five years, the team at Supply Chain Insights identified Supply Chains to Admire Award Winners by analyzing performance by peer group on the key metrics of growth, operating margin, inventory turns and Return on Invested Capital (ROIC). To decide winners, we analyze post-recession period performance of 2010-2018 by peer group.
Groupthink is a psychological phenomenon that occurs within a group of people in which there is a desire for harmony within the group, but the result is an irrational or dysfunctional outcome. I feel that the industry is engaged in ‘Group Think’ No one in this meetings is going to ask tough questions.
Think of them as apples and gearseach essential and effective on its own, yet when combined; they create a formidable mechanism for achieving procurement excellence. A study by Hackett Group found that companies using automated procurement tools reduced their operational costs by 25%.
The classical approach involves functional silos, sequential decisions, and Excel and people to render a plan executable. Big data is used to understand a customer’s propensity to buy, the tendency to return, conversion of clicks to orders, demand sensing signals, individualized promotions, etc.
Initially, the output was published to procurement to design strategic buying strategies. This was a gift from a member of a group that I am facilitating.) Procurement: Purchase price variance and procurement cost. The Emergence of Logistics as Constraint. Over time, this changed. It Is Even Worse in the Pandemic.
Companies that outperform their peer groups have supply chain executives with a better understanding of supply chain management. In my share groups, large manufacturing clients have a Q1 freeze on travel. 3) Buy Technologies that Supply Chain Planners Will Love. Over 65% of supply chain planning happens in Excel spreadsheets.
The issues are largely rooted in politics and the lack of clarity on supply chain excellence. Or planned orders to purchase orders?) Similarly, groups still believe that the world is flat even though Pythagoras in the 6th century BC and Parmenides in the 5th century BC determined that the earth was a sphere. I don’t know.
<Bear with me… > Here I share a nine-step process in an attempt to help companies unravel the process for buying supply chain planning software. They center on how to make a good decision in the purchase of supply chain planning solutions. Most have purchased software, but are dependent on Excel spreadsheets.
Gartner purchased the firm in 2010.) Driving Improvements in Supply Chain Excellence. He felt strongly that supply chain leaders knew how to drive supply chain excellence and needed a forum– or maybe two or three depending on the business model– to help them network and refine their approaches. I disagreed.
It was a story where people believed that functional excellence leads to supply chain superiority. I strongly feel that a blind focus on functional excellence will cause the supply chain to become out of balance. The peer groups are growing more and more complex. One that is going to eat you up! Both are more volatile.
While companies that supply chain leaders believe are top performers– J&J, P&G, and Unilever– do not outperform their peer group. I list sixteen in Table 2, but of the 29 companies listed in the Gartner Top 25, 27 underperform their peer group sector. Is this success? Is this success? I don’t think so.
The company buying his company, EXE Technologies, is now infamous among those who have followed the WMS market. If the private equity group feels the existing CEO is not working out, an executive in residence can be inserted into the company as the new CEO. Quiet Logistics had been buying autonomous mobile robots from Kiva Systems.
Mr. Tamma is the chief digital officer at Pirelli and oversees the digital department at Pirelli at the group level. Pirelli needed to move from using an army of representatives visiting dealer sites, showing them massive catalogs, and saying to the dealer, “You could buy this or this or this.” Supply chain projects depend upon data.
Nick Lynch is the Global Excellence Manager at Shell Lubricants, a division of Shell Global. The Company implemented SAP Advanced Planner and Optimizer (APO) including the standard functionality of Demand Planning (DP), Supply Network Planning (SNP), and Production Planning and Detailed Scheduling (PPDS), yet many planners also used Excel.
My thought was to combine my experience working on visibility solutions with Descartes Systems Group and Manugistics with recent research data. 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. I thought it would be easy.
Create a facilities “Center of Excellence.” Shippers should create a “Center of Excellence” for facilities to drive technology investments, make buying decisions and create efficiencies that benefit the entire network while cultivating a process of sharing best practices between one another.
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. the company is owned today by 20 organizations representing manufacturers, distributors, hospitals and grouppurchasing organizations (GPOs). Marketplace Rebirth.
We have let buy- and sell-side transactional relationships erode value. And, these are the best of their peer group.) We will never redesign healthcare for better outcomes if we do not redesign the buy/sell relationship and improve the understanding of the service providers on why supply chain matters.
Ed argued that instead of buying new packaging equipment that we should work with R&D to have a base flavor and add the color and flavoring at the head of the machine. While companies speak for the need to drive agility and resilience, the real focus is operational excellence. The analysis covers the period from 2010 to 2019.
Or agreement on the definition of supply chain excellence. As a result, functional excellence anchors action. The focus is on digitization—automating today’s processes—versus rethinking process excellence based on the art of the possible. We are driving functional excellence and incrementally. (To Question the Basics.
Bonuses and incentives align with functions and are often counter productive to driving supply chain excellence. Unfortunately, this PFEP “tune-up” often uses very time-consuming and manual Excel analysis that limits the frequency of optimization. It translates a buying requirement into a purchase order for requisition.
Buying supplies, equipment, low preference items and the latest innovations to support high-value care delivery is expensive and while it’s not an area where you want to skimp, there are certainly ways to reduce these expenses without impacting quality of care. The Path to Supply Chain Excellence.
At the end of a long day of a strategy session on supply chain excellence with a client, I needed to fill up some time in an agenda. The strategy day owner was a global process center of excellence leader. The group felt that the discussion was academic: and not that important. The result? Background.
Many of these outsourced products have demand latency of weeks and months (shelf purchase through the replenishment cycle for a manufacturer to receive an order). Less than 1% of companies in this value chain outperform their peer group. The models were not implemented correctly to use channel data.
He is very passionate about developments in the Supply Chain arena and is always seeking excellence in his drive for efficiency & innovation in Supply Chain operations” – a quality that is very relevant to face up to the many Supply Chain challenges in our path! The silo mentality of traditional organizations must be broken.
Each of these companies performed better than their peer group on Return on Assets (ROA), but worse than their peer group on operating margin. To do this, I compare each company against their peer group to see if they have made progress on the ratios of growth, profitability, complexity and cycles. ” I smiled.
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