Manufacturing Procurement Metrics Philadelphia Sourcing 
Supply Chain Shaman
SEPTEMBER 13, 2021
For the prior ten years, as a city dweller in Philadelphia and Baltimore, I walked everywhere. There is no true end-to-end solution that enables bi-directional orchestration across deliver, make, and source processes. The optimization routines single thread through functions not enabling trade-offs across source, make, and deliver.
Supply Chain Shaman
JUNE 5, 2013
It was a sultry day in Philadelphia. Manufacturing is designed and planned in isolation. Integration of corporate social responsibility metrics in planning. Comprehensive view of source, make and deliver. Focus is on make, source and deliver together. Last week, it felt like August not May. client meeting.
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Supply Chain Shaman
SEPTEMBER 24, 2017
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? Talent Gaps.
Supply Chain Shaman
JUNE 16, 2014
I have learned that supply chain systems are more complex than I originally thought, and that the relationships between supply chain metrics are nonlinear. These tools allow us to look at sell, source, make, and deliver together. These tools allow us to look at sell, source, make, and deliver together.
Supply Chain Shaman
JUNE 18, 2015
In discrete industries, the early supply chain organizations reported to procurement. In contrast, in the process industries, the supply chain organization reported to manufacturing. Over the course of the last decade, companies have moved at different rates to align source, make and deliver processes to report to common leader.
Supply Chain Shaman
MAY 7, 2015
When source, make and deliver report to the same organization, progress is quicker. 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.
Supply Chain Shaman
MAY 13, 2015
Let me start with a true confession: I am a manufacturing gal. I relished the sound of a manufacturing line when I opened the door of the factory in the morning, and I liked managing inputs so that we could maximize outputs. Manufacturing is the foundation of my interest in supply chain management. It is now part of my DNA.
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