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Functional Metrics and the Lack of Alignment to Strategy. Process-based companies continue to focus on manufacturing efficiency (OEE) and discrete on procurement (PPV) without designing the supply chain to balance transportation, manufacturing, and procurement to a balanced scorecard. The Lovefest with Shiny Objects. Guess what?
The Losers Are the Global Multi-National Supply Chain Teams As I work on the Supply Chains to Admire report, that will publish soon, I wince at the performance of large strategic customers of the supply chain planning vendors when compared to their peer groups. Today, companies measure too many metrics without a clear definition of value.
Over the years, working for and with numerous manufacturing companies, I’ve seen many supply chain practices that cost companies money. Reason #9 Relentless pursuit of one supply chain metric at the expense of other metrics. Why do companies focus on reducing a specific metric? by John Westerveld. Sound ridiculous?
If you would like to participate in a current research study, we would love your help and participation in the contract manufacturing study. We are trying to assess the value of a network in managing contract manufacturing.) One of the alignment gaps that is growing and is unfortunate is the gap between procurement and manufacturing.
Today, we kick off our annual year end series highlighting the top blog posts in each of our 7 main categories: Manufacturing , Supply Chain , Logistics , 3PL , Business , Transportation , Freight. Top Manufacturing Blog Posts for 2014. Finally, the top 10 list was rounded out safety and metrics. Read Full Post. Read Full Post.
Only four percent of companies compared to their peer groups improved balance sheet performance of growth, operating margin, and inventory turns. Both companies outperformed their peer groups. Henkel is underperforming its peer group. The first story is about a large regional food manufacturer. What can we learn?
At each company, there is a relationship between the metrics of growth, margin, inventory, customer service, and asset strategy. For the purpose of this article, I will use Return on Invested Capital (ROIC) as the proxy metric to discuss asset utilization.) Supply chain excellence was largely defined as manufacturing excellence.
First, overreliance on a narrow group of suppliersespecially those in politically sensitive regionsexposes companies to risk when trade relationships shift. When a critical Tier-2 supplier is affected by a tariff policy change or regional shutdown, the ripple effects often catch manufacturers by surprise.
If you answer the survey, I will gladly give you a custom analysis of your organization against the peer group. The financial teams, and the Information Technology (IT) groups, did not see alignment gaps, but the supply chain teams felt them and viewed them as a critical performance issue. Functional Metrics.
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.
For my long-time readers, you know that fewer than 3% of companies outperform their peer group in our Supply Chains to Admire analysis , and that the Gartner Top 25 is essentially a beauty contest for underperformers. The focus is on unveiling a new, bright, and shiny object. But, as the dust settles, is there value? And what is value?
According to a survey by ARC Advisory Group, only 10% of industrial companies are ready to apply artificial intelligence/machine learning. The company has 55 manufacturing sites across the world. The risks associated with chemical manufacturing include the storage and transportation of raw materials, finished products, and waste.
Advanced planning evolved with a focus on modeling manufacturing constraints. Watermelon Metrics Don’t Drive The Right Results. I love the metaphor of watermelon metrics. This was a gift from a member of a group that I am facilitating.) What are functional metrics? The Emergence of Logistics as Constraint.
Nvidia, Northrup Grumman, PACCAR Inc, PCA (Packaging Corporation of America), ResMed, Rockwell Automation, Ross Stores, Taiwan Semiconductor Manufacturing (TSMC) Company, Tempur-Pedic, TJX, Toro, Toyota, West Pharma, United Tractors, and Urban Outfitters. As shown in Figure B, the Company outperforms their peer group but lacks resilience.
My client attempted to have a supply chain discussion to improve flow, and his executive group just did not get it. I worked three layers down in the organization for a well-established leader in manufacturing named Dan. Dan had a very manufacturing view and Fred focused on logistics. The metrics were not aligned.
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. Based in Paris, L’Oréal is a global personal care manufacturing company.
During the 1980s, I was on a management team for a large manufacturer. The Company was attempting to gain economies of scale by groupingmanufacturing technologies within a common infrastructure to reap the benefits of a co-generation facility, a centralized warehouse, and a talented administrative team.
Frank, the line manager for manufacturing, dominated the meetings. Despite goals to improve agility and resiliency, functional metrics for manufacturing efficiency continually throw the supply chain out of balance. Strong manufacturing organizations do not make the most effective manufacturers.
For organizations layered in functional metrics and driving a cost agenda, this is a tough nut to crack. Companies driving digital transformation did not outperform their peer groups during the past three years. The average brand owner outsources 28-35% of manufacturing, but most coordinate using only spreadsheets and email.
I gently probe with the groups and ask the question, “Why?” – Is it possible to drive digital transformation without asking the group to unlearn and untether themselves from existing norms and processes? Is there a need to redesign metrics to move from a functional and traditional function to drive goal alignment?
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. We group companies by industry sector because the industries are so different in performance.
Manufacturers have always struggled to know their customers. Unfortunately, this means manufacturers face an even greater challenge, as more customers translate into greater use of customer service. But, how do manufacturers turn their focus to the customer experience? Determine What Customers Want Today.
The data is also shared with industry peers and the peer group vote represents 25% of the score. The AMR Top 25 was the first methodology that tried to connect financial metrics with supply chain excellence. It elevated the discussion on supply chain excellence and drove more discipline and rigor in the use of financial metrics.
As an analyst in the market for the past ten years (first with Gartner, then with AMR Research, followed by my work at Altimeter Group and now with my own firm Supply Chain Insights), I have stood in front of clients doing strategy days advocating “best practices” and I wanted to set the record straight. We have stubbed our toes.
The idea is that data points within a group share similar properties, and each group is different (statistically speaking) from another. Retailers can apply cluster analysis techniques in different ways to find groups of customers, products, stores, or suppliers that behave similarly. The retail industry is rich with data.
These include: Challenges getting ESG metrics from suppliers, partners, and other third parties. Time-consuming manual processes to report on ESG metrics. From product design, sourcing and operations planning, to manufacturing, logistics and warehousing, there are many opportunities for improved efficiency at each stage of the process.
Groups throw-out concepts. Contract manufacturing or 3PL data often will have a 24-hour latency due to batch integration. When they built the project, they did not realize that they did not have access to daily data daily for their third-party warehouses and contract manufacturing locations. It looks like this. They sound good.
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.
It was my first time working with this group. The group laughed. ” The group was quiet as we discussed the fact in the traditional organization that functional silos are not designed to work together. Proudly, I had led my division to have the lowest manufacturing costs with the highest Return on Assets.
Forward-thinking organizations have transformed the department into an untapped gold mine that creates value for the entire end-to-end manufacturing process—from design and sourcing to production and delivery. Our latest e-book, “ Is Manufacturing Missing Out On Procurement’s Value Add? Here are some key insights from the e-book.
This means routinely bringing together the C-suite, finance, supply chain, manufacturing, sales and marketing teams so everyone is seeing, working from and agreeing to an aligned plan that achieves optimal business outcomes. It’s logical that a machined parts manufacturer and a grocery chain would review different KPIs in their IBP processes.
This report, Supply Chains to Admire , compares the progress of 200 companies within their respective peer groups on both performance and improvement. There are three reasons why: Vertical excellence—having the best manufacturing, procurement or transportation function—has not worked. Aligned Metrics. ” Yes, I said.
I have worked for Gartner Group, AMR Research, Altimeter Group and now my own company, Supply Chain Insights. However, we have found that only a few companies are improving the potential of their supply chain to balance supply chain metrics. A value network is a group of companies that trade together to satisfy a market need.
In manufacturing-based companies, 70-80% of costs are in the processes of source, make and deliver. We analyzed the impact of 150 factors on 493 financial metrics for the period of 2004-2016. As shown in Figure 1, we find companies managing talent better than their peer group have a cost advantage. Is talent a cost or an asset?
Karl is the CEO and Co-founder of Pull Logic , an AI-enabled tech company focused on reducing lost sales for retailers, brands, and manufacturers due failure points in the supply chain and selling processes. trillion problem of “Inventory Distortion” as defined by the retail advisory firm, IHL Group. Summary: Solving the $1.8
In a survey of 150 global manufacturing executives, 47% committed to improving supply chain visibility and tracking. Supply chain visibility often means “where’s my stuff,” or the ability to trace parts in transit from the manufacturer to the final destination. What is supply chain visibility?
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. the company is owned today by 20 organizations representing manufacturers, distributors, hospitals and group purchasing organizations (GPOs).
When compared to the peer group performance, smaller and regional players outperform larger companies. Intuitive Surgical, L’Oreal, and Sleep Number drove excellence through product and service innovation to outperform their peer groups. The gaps widened in the past five years. This happened pre-pandemic. Any takers here?
To be valid, I believe that companies must be compared within a peer group. As a result, the metrics have to be viewed together as a pattern over time. In the journey, the supply chain leader needs to improve the potential of a portfolio of metrics. I find value in looking at these metrics together.
While many employers would have penalized the employees for tablet breakage , Peggy explored the world of wearables to enable her digital manufacturing transformation. AGCO’s culture of innovation policy deployment enabled employees to pioneer a technology solution for manufacturing. Improvement in Digital Manufacturing.
As I work with companies, I often contrast the strategies, approaches and outcomes within a peer group. Both companies provide packaging materials to the food manufacturing industry. Food manufacturers, over the course of the last decade, have pushed costs and waste backwards in the supply chain. Owens Illinois (OI), a $6.3
Year after year, well intentioned people toiled against improving metrics that reduced, not improved, the effectiveness of the supply chain. The example that I give in the first post is the focus of manufacturing strategies to drive strong results to improve Return on Assets (ROA) that have actually caused a deterioration in operating margin.
Workforce shortages and other challenges abound throughout all transportation sectors, and while this may revitalize investments in localized manufacturing, expanded warehousing to hold more inventory, and other efforts, these changes do not solve today’s issues. Based on this context, a shipper will send a parcel to Group A, Group B, etc.,
To do this, six years ago, we built a support group of supply chain finance to support our decisions. It is a parallel group to our corporate finance group that reports directly to me. For example, we seldom outsource manufacturing. We take pride in our innovations in manufacturing. We manage supply chain metrics.
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