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It was a sultry day in Philadelphia. Integration of corporate social responsibility metrics in planning. Comprehensive view of source, make and deliver. Most often the focus is on transportation or logistics, but does not take into consideration the trade-offs between make, source and deliver. client meeting.
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?
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. On October 15th, I will be speaking on the Qunitiq World Tour in Philadelphia.
The field of supply chain management–combining source, make and deliver–into a common process started in 1982. Figure 1: Supply Chain Metrics Are a Balancing Act. The metrics shown in Figure 1 are difficult to improve together. Most companies improve singular metrics but are not able to drive portfolio.
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. Based on our research at Supply Chain Insights , today, 34% of supply chain organizations have source, make and deliver reporting through a common organization.
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.
I love photography, and mused as I walked into the shop on that rainy day in Philadelphia. ” I hate buzzwords and try to sidestep hype, but as I held my mug tight in my hand on a cold Philadelphia day, I thought more about the photo shop experience. Digital sourcing? I reflected. No one waits for a picture.
Much to my chagrin, when I entered into the world of supply chain, the processes of source, make and deliver were usually not designed. Instead, I think that it needs to be holistic to balance the trade-offs of source, make and deliver together. (I know… I am showing my age.). Let me continue with my story.
In most ‘benchmarking activities’, self-reported data is the most common source. Debra built the Gartner Hierarchy of supply chain metrics. In this work, there were over 85 companies and Debra looked at correlations between the metrics to determine the relationships. Life is busy at Supply Chain Insights.
The rising complexity of items sold decreases the organization’s ability to forecast, and the longer lead times across multiple tiers of sourcing and supply, increases the bullwhip impact (distortion of the demand signal across multiple tiers of the value network). This increases risk. Figure 1: Bullwhip Impact.
Use our Metrics That Matter methodology to look at improvement and performance. At each round, employees gain an understanding of the value of supply chain decisions through the sharing on the Supply Chain Metrics That Matter. Three courses are scheduled for in Philadelphia. How does it help? Training. 1200 per person.
In our research for the book Supply Chain Metrics That Matter , we find that this is the case for 90% of companies. Over the last decade the average company has dramatically improved employee productivity, and driven reductions in cash-to-cash metrics. Growth is difficult with stalled financial results. You are not alone. You can help.
Given that the study was funded by an Atlanta-based group, the results are hardly authoritative (for instance, a number of major cities, such as Boston, Charlotte, Denver, Philadelphia, Phoenix and Washington, are not included in the study), but they do offer an interesting view on the supply chain capabilities of seven major regions.
In the commercial world of sell, deliver, make and source processes, we do not have the time or money to fund data scientists. We are working on the completion of our new game– SCI Impact – for the public training in Philadelphia in June and August and the content for the Supply Chain Insights Global Summit in September.
Feeling very green, I stumbled through the airport and found my way to my seat on the plane from Brussels to Philadelphia. <The I need a source of supply chain insights that is current.” Lora wrote the books Supply Chain Metrics That Matter and Bricks Matter , and is currently working on her third book, Leadership Matters.
The combination of weather and the Democratic Convention in Philadelphia delayed all my flights for at least two hours on multiple days. Each are good at localized planning within a focused area of demand, supply, network design, transportation planning, material sourcing or finite scheduling. Process Integration Across Functions.
Today, 32% of companies have source, make and deliver reporting to the same organization, and the gaps in alignment between operations and commercial teams are large. for the public training in Philadelphia i n August and the content for the Supply Chain Insights Global Summit in September. Why so long?
Many metrics can be used to determine the top 3PL warehousing companies, such as company revenue, the number of warehouses, total warehouse square footage , etc. This compilation is based on the most currently available company revenue data (between 2018 and 2020) without factoring in any other metric.
The city of Philadelphia is eerily quiet this morning. I live in city-center Philadelphia. The manufacturers sourced the peanut butter primarily on cost. Lora wrote the books Supply Chain Metrics That Matter and Bricks Matter , and is currently working on her third book, Leadership Matters. It was not adequate.
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.
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