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In follow-up qualitative interviews, one of the largest issues with organizational alignment was metric definition and a clear definition of supply chain excellence. In my post Mea Culpa, I reference my work with the Gartner Supply Chain Hierarchy of Metrics. Error is error, but is it the most important metric? My answer is no.
The DOE is still issuing large federal loans to startup companies, Novonix a synthetic graphite startup just received a $755 million loan to support its mission and reach its goal of producing 31,500 metric tonnes of synthetic graphite. The facility aims to reach full production capacity by the end of 2028.
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.
Reducing cost was the primary objective, and most operational decisionsfrom sourcing to fulfillmentreflected that mindset. First, overreliance on a narrow group of suppliersespecially those in politically sensitive regionsexposes companies to risk when trade relationships shift. Metrics must reflect the new priorities.
Just by embedding analytics, application owners can charge 24% more for their product. How much value could you add? This framework explains how application enhancements can extend your product offerings. Brought to you by Logi Analytics.
Strategic sourcing and innovative solutions are often viewed as two distinct procurement tools, but they should not be seen in isolation. Strategic Sourcing: The Foundation of Effective Procurement Strategic sourcing is far more than simply choosing suppliers. Done well, it can become a key driver of competitive advantage.
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. Using channel and trading partner signals build outside-in models and orchestrate decisions across source, make and deliver.
The use of orbit charts allowed me to see the patterns of performance at the intersection of metrics over time. 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. The second step of establishing peer groups was trickier.
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. ” I am not sure that I convinced the group, but I got them to think.
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.) I never calculated and accounted for the inter-dependencies between metrics.
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.
According to a survey by ARC Advisory Group, only 10% of industrial companies are ready to apply artificial intelligence/machine learning. They prepare equipment for maintenance, do isolation (disconnect a piece of equipment from the flow of chemicals by closing valves), look at quality or reliability metrics, and do rounds.
It is the end of a two-year research project, and identifies which publicly held companies outperformed their peer group on balance sheet results. Here we share the answers to the questions that we get the most often about this research: What is the source of data? We built peer groups based on like industries.
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.
Here’s a look at some of the Procure- to-Pay metrics procurement leaders should watch in order to better understand their digital progress. This metric closely aligns with digital transformation progress. This metric also impacts others like speed, visibility, and cost savings. . #2
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.
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. Build in-market sourcing. Rationalize global strategies to focus on building markets based on in-market sourcing.
The source data for the analysis comes from Ycharts.). In the Supply Chains to Admire analysis, the focus is to understand the relative performance of a company within a peer group of growth, operating margin, inventory turns, and Return on Invested Capital (ROIC). (We The companies I work with struggle to set metrics targets.
Groups throw-out concepts. While there are many types of visibility (see Figure 1), the most common use case is either sourcing or transportation visibility. The focus is on functional metrics, but are unable to get to overall supply chain metrics. Groups rally around the concept of real-time. It looks like this.
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.
It was my first time working with this group. The team was organized around the functional silos of source, make and deliver. 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. My name is often mispronounced.
But before you start measuring everything in sight – and a few things not in sight – start with a set of thoughtful intentions and questions that will guide you to the right set of metrics and the right set of expectations. Cash-Cash Cycle Time; Return on SC Fixed Assets; Return on Working Capital ASCM SCOR Metrics, Supply Chain Council.
Despite goals to improve agility and resiliency, functional metrics for manufacturing efficiency continually throw the supply chain out of balance. The second step is to align metrics to the strategy. A focus on cross-functional metrics improves supply chain resiliency. (I The So What? ” I share it because it is real life.
Of the professionals surveyed, 59% saw the gap between procurement/sourcing and supply chain to be a major disconnect, and the most pressing pain point. Both procurement solutions from ERP companies like Oracle or Infor – or business spend management solutions – can help companies enforce these sourcing supplier decisions.
I informed our readers that ARC Advisory Group/Logistics Viewpoints is conducting a survey to determine the perceptions, priorities, and strategic initiatives of today’s supply chain and logistics executives. However, I am surprised at the degree that localized sourcing is being considered.
This week, at Supply Chain Insights LLC, we published our 11th report in the series titled Supply Chain Metrics That Matter. Financial ratios allow us to analyze performance across the peer group (large against small companies) and across currencies. We also look for companies that have out-performed their peer groups.
The focus of planning is volume not value, and leaders struggle to change and embrace bi-directional orchestration to capture the price/volume trade-offs between source, make, deliver and plan. Ask the group to consider: Invest in Market Sensing. Build Strong Supply Chain Sourcing Development Practices.
In manufacturing-based companies, 70-80% of costs are in the processes of source, make and deliver. While the practices of finance are over 200 years old, in contrast, supply chain as a cross-functional practice (the combination of make, source and deliver) was recently defined in 1982. Is talent a cost or an asset? Empowered talent.
This report, Supply Chains to Admire , compares the progress of 200 companies within their respective peer groups on both performance and improvement. Aligned Metrics. How do you balance the trade-offs between source, make and deliver? Supply Chain Design. Active, and intentional, design of the supply chain.
I have taken myself off the road to write the book Metrics That Matter. Before the session, ask a small group to chart your progress on the Effective Frontier using orbit charts. You just do not see the patterns of the interrelationships of metrics in an Excel spreadsheet. Then give the group an innovation fund.
Financial reengineering focuses on the optimization of short-term results that are usually based on a functional analysis of source, make, or deliver. Few consultants understand the interrelationships between source, make and deliver. Snow fell last night as I worked on my last Supply Chain Metrics That Matter report.
Ferguson provides plumbing and heating products to 9 specialist customer groups – over a million customers – in the US and Canada. The company sources goods from 34,000 suppliers out of 30 nations. The company has shown sustained improvement on this metric. Ferguson has a big and complex supply chain.
We started with mining the data on supply chain financial ratios within industry groups. This research was the backbone of the Supply Chain Metrics that Matter series of reports. Instead, they have measured functional metrics or focused on projects. The Building of the Index. As we did this analysis, I was amazed.
3PLs can quickly assess client-level profitability via accurate cost-to-serve metrics and analytics on demand while creating a verifiable audit trail of events and charges that reduce potential credit settlements and contribute to customer satisfaction. To learn more, visit Open Sky Group today.
On Friday, I presented an overview of outside-in planning to a consulting group. Based on the work with Georgia Tech, we are getting clear on which metrics matter by industry. As companies adopt a balanced scorecard, the functional metrics shift to a focus on reliability. I love the questions when I present. The reason?
Over the period of 2009-2015 only 88% of companies made improvement on the “Supply Chain Metrics That Matter.” (The The Supply Chain Metrics That Matter are a portfolio of metrics which correlate to higher market capitalization. A ranking in the top 2/3 of the peer group qualifies a company for further analysis.
This is because most classical planning solutions lack the modeling capability and computing power to accommodate different data sources, large SKU count, and detailed constraints and contingencies to build an immediately executable plan. each with discrete plans generated typically in sequential batch runs.
It is the end of a two-year research project, and identifies which publicly held companies outperformed their peer group on balance sheet results. Here we share the answers to the questions that we get the most often about this research: What is the source of data? We built peer groups based on like industries.
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). Note the balanced results of Rockwell Automation against their peer group.
ARC Advisory Group, where I work, recently announced the publication of their analysis of the 25 manufacturers with the most mature digital transformations. In fact, their digital champions began by aggressively expanding their sources of wisdom beyond their historic and current resources. This is the inaugural edition of the report.
Traditionally, the focus has been on building efficient organizational silos for make, source or deliver. As a result, tor most companies, the goals are unclear and the financial metrics are not well-understood. It is a study of peer groups. They do not have a peer group for comparison. They are in a league of their own.
To monitor supply chain performance, stakeholders of successful companies typically define supply chain metrics that are relevant to the given business and track these KPIs regularly. By setting benchmarks for metrics, analysts can recognize unsettling trends and take preventive measures on time.
Most supply chain leaders cannot get their groove on because they generalize–the use of the same metric targets and tactics for the supply chain without paying attention to the flows. Wrong Metrics. The tactics need to align with the flows based on volume and variability. 5), an intermittent supply chain (COV of.5-1.5),
Year after year, well intentioned people toiled against improving metrics that reduced, not improved, the effectiveness of the supply chain. Metrics comparison of Kellogg Co. The peer groups are growing more and more complex. Instead, I think that the best insights come from comparing peer groups. vs. General Mills, Inc.
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