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Supply Chain Leaders Rearranging Deck Chairs? Yes, I Think So.

Supply Chain Shaman

The supply chain is complex non-linear system that is easily thrown out of balance through a focus on functional metrics. They rock back and forth in improving singular metrics but struggle to improve a portfolio of growth, margin, inventory performance, and asset utilization. Stop the Focus on Functional Metrics.

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We Should Not AI Stupid

Supply Chain Shaman

Companies speak about moving from a functional metric focus to managing corporate metrics, but this does not happen. Of the 114 balance sheet metrics tested in work with the statisticians at Georgia Tech, operating margin improvement has the highest correlation to market capitalization. Hence the Facebook analogy.)

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A New Decade: Give Science A Chance

Supply Chain Shaman

Only four percent of companies compared to their peer groups improved balance sheet performance of growth, operating margin, and inventory turns. When compared to pre-recession years, we ended the decade with twenty more days of inventory. Days of Inventory Comparison. Now, let’s take consumer products.

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What Does Good Look Like S&OP?

Supply Chain Shaman

A shift from functional metrics to a balanced scorecard. I like the use of growth, margin, inventory turns, Return on Invested Capital, customer service and ESG metrics. The focus on functional metrics sub-optimizes balance sheet results. Funny, isn’t it? Improved Forecast Value Added (FVA).

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Holding Ourselves Accountable for Business Results

Supply Chain Shaman

Orbit Chart of Four Industry Sectors at the Intersection of Operating Margin and Inventory Turns (Year-over-Year Averages for the Sector). Lack of Focus on Form & Function of Inventory and Designing Network Flows. As supply chains moved from regional to global, intransit and cycle inventories increased. Winners Over Time.

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Congrats to the Winners of the Supply Chains to Admire 2023

Supply Chain Shaman

An average margin of 21% with inventory turns of 1.58 However, the key part of this comparison is the fact that Sanofi never drove improvement. As shown in Figure B, the company improved cash-to-cash through the extension of payables, but never improved inventory levels after the spin-off from Kraft.

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Inventory Metrics: From Insight to Action

Kinaxis

by Andrew Dunbar Over the last several weeks, this blog series on Inventory Management has explored the objectives and roles of inventory managers and outlined several of the improvement levers available to them. The metrics you choose should answer the questions your organization is asking, without requiring additional analysis.

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