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In 2016, we finished a study on continuous improvement. In the study, when we asked for the top elements of business pain to drive continuous improvement for companies greater than 5B$ in annual revenue, as shown in Figure 1, we found the largest issues with cross-functional alignment and availability of talent.
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. The orbit chart below illustrates L’Oréal’s performance at the intersection of two metrics.
Reason #9 Relentless pursuit of one supply chain metric at the expense of other metrics. Social studies? Yet, these are similar instructions as what is passed down to the supply chain from executives focused on a specific supply chain metric. Why do companies focus on reducing a specific metric? Don’t care.
If you would like to participate in a current research study, we would love your help and participation in the contract manufacturing study. Use of Supply Chain Descriptors Most organizations are locked into functional silos driven by functional metrics. The metrics defining success in manufacturing and procurement do not align.
Multiple industry studies confirm that regardless of industry, revenue, or company size, poor data quality is an epidemic for marketing teams. This buyers guide will cover: Review of important terminology, metrics, and pricing models related to database management projects.
In the recent study of the Voice of the Supply Chain Leader , we find that the gaps are large, and growing. One of my favorite interviews on this topic, that I recently completed for my upcoming book Metrics That Matter , was with Amway’s Chief Supply Chain Officer George Calvert. Service level is our most important metric.
He leads a team of market experts who study every facet of the logistics industry to bring the best available insight to customers. About Ken Adamo Ken Adamo serves as the Chief of Analytics at DAT Freight & Analytics. He is responsible for driving strategy, customer engagement, and industry analysis.
Using balance sheet data from 2011 to 2019, we chart companies’ progress by peer group on rate of improvement and performance in the metrics of growth, operating margin, inventory turns, and Return on Invested Capital (ROIC). In the past study, of 600 companies studied, 4% make a list. It seems easy, right?
We have found that supply chain metrics are gnarly and complicated.During In our program, cost avoidance, while desirable, does not count towards the metric. Over the course of the last two years, we at Supply Chain Insight s have worked on a methodology to gauge supply chain improvement. We named it the Supply Chain Index.
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.
After two decades of study, I think because it is a lack of understanding. 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.)
The issue is that when companies optimize functional metrics, they throw the supply chain out of balance and sub-optimize value. When I studied at Temple for my DBA, I did an academic search on what is value in the supply chain. The most efficient supply chain (in terms of lowest cost) is not the most effective. So, What Is Value?
Over the last six years, we studied the connection between business results (growth, operating margin, inventory turns and Return on Invested Capital (ROIC)) and the link to company characteristics. Reward teams for cross-functional metrics. Focus functional metrics to improving reliability. ” Hau Lee, October 2014.
The use of orbit charts allowed me to see the patterns of performance at the intersection of metrics over time. For the past decade, I have been studying these patterns. Fortuitously, I hired a bright summer intern named Alex that introduced me to orbit charts. By charting the performance against peer groups, I could see the story.
Two recently published studies identify the top disruptions that impacted industry, business and global supply chains during 2024 and our expected to be present in 2025. Within the report, each risk is assigned a risk score metric to help global supply chain leaders prioritize planning and mitigation efforts this year.
How aligned do you believe your organization is to drive these metrics? One of my favorite case studies was Campbells in 2014. See the World Kitchen case study in the Agility Report. In assessing the health of the plan, what do you measure? Is your plan feasible? Did past plans prove valuable?) Were they used? Drives Alignment.
In this final blog on agility and why you should consider becoming an agilist to survive the new completion (of the continuous mention) of the application of enterprise decision management systems (EDMS) from Taylor and Raden cited in the first blog, I turn to the metric of agility and a new ROI metric of decision yield. The Takeaway.
But, I want to understand this more, and as a result, I have a new study in the field to gain additional insights, and I would love your input. In 2012, I placed the first alignment study in the field. Functional Metrics. To respond, follow this link. To entice you to participate let’s look at the data more closely.
The relationship between corporate financial performance and supply chain metrics was complex; and in my first attempts, I was unable to derive a correlation. I wanted to better understand which metrics truly mattered. The Metrics That Matter Are Different by Industry Sector. However, as many of you know, I am stubborn.
We talk about the move from functional metrics to a balanced scorecard, but we don’t use a balanced scorecard as an objective function. In the event model, companies present case studies and opinions without a factual framework. No one questions if the case study improved the company’s competitiveness in the market.
A study by E2open – the 2021 Forecasting and Inventory Benchmark Study: Supply Chain Performance During the Covid-19 Pandemic – provides the answers. I look forward to this study every year. The study shows delivering good service to grocery chains has never been harder. Forecasting Accuracy Was Terrible .
For organizations layered in functional metrics and driving a cost agenda, this is a tough nut to crack. Currently, I am working on a study to understand the value of synchronizing contract manufacturing with in-house manufacturing and procurement. Tougher than most understand. What Is the Value of A Network? Interested?
The studies for the VMI and the Retail Scorecard surveys are still open. The book, Metrics That Matter , is almost finished. People cannot get enough on metrics. Too much dependency on trade promotions and deep discounts is an addiction and disruptive for some relationships. We would love your input.
A disruption at any point in the global logistics network including the average of 12 touch points from shipment packaging to final delivery can prove disastrous for profits, service levels, customer loyalty, and other key metrics. With the global e-commerce market predicted to reach $8.1
I am currently working on a couple of case studies for this blog on how business leaders used digital twin modeling during the pandemic. Watermelon Metrics Don’t Drive The Right Results. I love the metaphor of watermelon metrics. What are functional metrics? It Is Even Worse in the Pandemic. Customer service is red.
The annual Gartner Supply Chain Technology User Wants and Needs Study is one of the most comprehensive studies of supply chain users. The most recent survey included more than 473 people spanning the globe.
If the arrow is red, the industry is moving backwards on a metric. Some of the strongest case studies of supply chain leadership are in this value chain. This analysis is a study of improvement, value and performance of companies against an industry peer group. Companies, based on culture, tend to focus on singular metrics.
Last month, we finished a study of organizational alignment with over 200 respondents. In prior studies, the lack of understanding by the executive team is a major barrier. We have completed two studies now that show Sales and Operations planning improves both agility and alignment. The supply chain view is listed in figure 1.
Which companies were considered in the study? They had to be publicly traded, we had to have a nearly complete data set for the years studied, and they had to have a peer group of at least six companies to be able to draw the comparisons. Yes, we will do this study yearly in the preparation for our annual conference.
Under this study, 74 million events from from 1.6 Related Metrics There are 3 other metrics dedicated to the measurement of social media influence as below, 1) Klout develops Klout Score, the number between 1-100 that represent influence (the ability to drive action). million Twitter users were analyzed.
History will also include case studies of mergers and acquisitions. The study of improvement and performance for the 535 companies in 26 industries took two months. We selected these metrics based on correlation work with Arizona State University in 2012. The companies I work with struggle to set metrics targets.
In our recent report on defining supply chain visibility in B2B networks, we provide a definition based on a research study of over seventy participants. I am working on the plot… Let me know what you think happens to Joe (the character in Metrics that Matter that does not want to be the average Joe) in the next edition.
We are living in a world of rich supply chain case studies. One of my stark realizations this year is that smaller companies are beating larger and often more established companies on growth metrics, inventory turns, operating margin, and Return on Invested Capital (ROIC). (In In the report, we study twenty-eight sectors.
In research study after study, we see that the greatest challenge to achieving supply chain excellence is the understanding of the supply chain by the leadership team. Closing the gaps happens when there are aligned metrics, clarity of vision and aligned planning processes. Metrics Alignment. They lack cohesion.
Check out our library of videos, case studies, and other helpful resources here Component 2: Multi-Echelon Approach to Dynamic Inventory Replenishment Optimization Multi-Echelon Inventory Optimization (MEIO) identifies the most efficient and cost-effective points throughout the supply chain against variable demand levels.
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. In Figure 1, I share data from the risk management study of 2015. The Role of Demand Variability in Risk Mitigation from the 2015 Study.
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). In 2018, Rockwell Automation won the Supply Chains to Admire Award.
Despite goals to improve agility and resiliency, functional metrics for manufacturing efficiency continually throw the supply chain out of balance. Most supply chain leaders speak out of both sides of their mouths… In my case study, Ed’s approach was brilliant, but the organization did not value agility. (I The So What?
I can recall a case study when I was in business school where a profitable, fast-growing manufacturer nonetheless went out of business. The Rule of 40 was popularized by venture capitalists in recent years as a key performance metric for SaaS firms. on this metric. The Rule of 40. The problem? They report that Coupa is at 58.2%
The latter refers to a single variable standard (SVS), by which one metric, such as cases per hour, is expected to tell all. What’s more, because an SVS approach only accounts for one metric at a time, a host of other equally if not more important metrics are bypassed, leaving you largely in the dark. Ad infinitum.
I have learned that supply chain systems are more complex than I originally thought, and that the relationships between supply chain metrics are nonlinear. Along the way, I will be doing more work on network design case studies. And, in our Digital Manufacturing Study. It takes more than one or two respondents from a company.
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. The metrics of growth, Return on Invested Capital, Inventory Turns and Operating Margin have the highest correlation to market capitalization.
“I study supply chains. In our work, we tie research from quantitative and qualitative studies to financial results to drive new insights. This starts by clearly defining the roles of each function, and then focusing the cross-functional teams on the same metrics. I am passionate about it. What do you think?
In a recent study, our goal was to understand the impact of process and technology choices on balance sheet performance. We analyzed the impact of 150 factors on 493 financial metrics for the period of 2004-2016. This included responses to 3604 questions by 1063 individual respondents in 40 studies representing 756 unique companies.
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