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The Supply Chain Merry-Go-Around

Supply Chain Shaman

Aptean is orchestrating the Blue Yonder/E2open/Infor playbook of buying undervalued assets and milking the maintenance and Software-as-a-Service contracts with existing customers. This is despite the strengths of the recent purchase of Optimity. I first experienced the implementation of OMP and SAP at Eastman Chemical in 2004.

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A Story of Throwing the Baby Out With The Bathwater in Supply Chain Planning

Supply Chain Shaman

In 2004, I worked with a Midwest North American meatpacker to help define its supply chain strategy. Consumers constantly change the mix preferences in purchases. Somedays, the focus is on steaks or ribs and the next on the purchase of ground or cubed meat. Maximize the value of your purchase. What do I mean? Be careful.

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Supply Visibility: More Important Than Ever. Yet Elusive.

Supply Chain Shaman

In 2004, I joined AMR Research, a Boston Analyst firm. The secondary problem is the lack of definition of process requirements and a buying team that cannot see past simple MRP/MRP II/DDMRP requirements. Reflection. To illustrate the point, let me share a story. I volunteered to write a report on supply visibility.

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Collaboration? When It Comes to Cash-to-Cash, We Don’t Know How to Walk the Talk

Supply Chain Shaman

Note the elongation of the cash-to-cash cycle in the chemical industry of 38 additional days when comparing the 2014-2019 averages to the pre-recession period of 2004-2006. While touted as a digital procurement provider, it took the Company nine days to onboard me as a vendor, and two weeks to process a Purchase Order. My takeaway?

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Throwing Down the Gauntlet

Supply Chain Shaman

Hau L Lee, Triple-A Supply Chains, Harvard Business Review, October 2004. Our current processes and dependencies on Excel spreadsheets cannot get us to our goal. E2open last week announced the purchase of Serus. Each company operates within its own plane, improving its own potential. 3) Risky Business?

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Triple-A Supply Chain: 10 Strategies to Supercharge Performance

Supply Chain Opz

In 1983, Peter Kraljic explained how to formulate a commodity strategy based on 4 segments, its later known as Kraljic Matrix or Purchasing Portfolio Matrix. The idea is to try to excel at 2 strategies (lean/agile) at once. Lee 2004 had a different opinion. Triple-A Supply Chain.

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S&OP: Can You Make Decisions at the Speed of Business?

Supply Chain Shaman

Eerily the case studies sound the same as the ones heard when I completed S&OP research in 2004. Dependency on Excel. Due to the shortfalls in the evolution of Advanced Planning, 68% of business users use Excel spreadsheets as the primary mechanism for planning. Driving supply chain excellence is a balancing act.

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