Case Study Metrics Supply Chain Performance 
Talking Logistics
AUGUST 5, 2013
Companies spend a lot of time and energy measuring operational metrics, the “what” of supply chain performance, but they generally fail to measure the “how” aspects of performance –i.e., the interpersonal skills of employees that also play a critical role. Be Sociable, Share!
Supply Chain Shaman
AUGUST 11, 2014
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. We have found that supply chain metrics are gnarly and complicated.During Our aim was to maintain a 3 to 3.5
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Supply Chain Shaman
SEPTEMBER 22, 2024
In his speech, he shared a case study on improving logistics costs in the face of variability through advancements in AI. Companies speak about moving from a functional metric focus to managing corporate metrics, but this does not happen. Supply Chain Performance Does Not Have Unlimited Potential.
Supply Chain Shaman
DECEMBER 4, 2018
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). Step Two: Rationalize, Localize.
Supply Chain Shaman
APRIL 27, 2022
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.) A Case Study. A potential value of a digital twin.). My learning?
Supply Chain Shaman
DECEMBER 7, 2022
In this Forbes article, I write about my insights from the Supply Chains to Admire Work , an annual assessment of balance sheet performance, and a hard look at supply chain performance. I ponder this question and turn to these case studies as reference materials. The Journey. What Worked.
Supply Chain Shaman
FEBRUARY 13, 2020
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. Most companies have a high volume and predictable supply chain (COV of less than.5), Wrong Metrics.
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