This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
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? In mature S&OP processes, the focus is on serving markets.
Ultimately, what KPIs, as metrics and indicators derived from the set of plans are taken into account and prepared for each scenario. For the decision making process, the comparison of scenarios in an easy and objective way based on the indicators allows the choice based mainly on a rationalized financial criteria.
Days of Inventory Comparison. It is my hope that we can side-step political discussions demonstrated in my stories and ground the problem solving in scientific methods to understand the properties of data, the potential of supply chains through modeling, and the alignment of metrics. Relative Importance of Supply Chain Skills.
3 Key Metrics for Measuring Supply Chain Performance Beyond Cost Reduction. In comparison, the poorest-performing companies in the lowest quartile had a range of working capital between 23% and 39% as a percentage of revenues. 10 Soft Metric Considerations in Measuring Supply Chain Performance. Isn’t time important? Read more.
As I mentioned in my previous post, Sales Dashboards – 16 Metrics for Manufacturers , a strategy for measuring business performance should also incorporate metrics that focus on the supply chain and other operational areas of the enterprise. Nevertheless, measuring supply chain performance is critical for a manufacturing concern.
Meaningless Comparison. I just don’t think the comparison of very different industries in a spreadsheet based on growth, inventory values, and Return on Assets (ROA) is meaningful. As a result, the metrics have to be viewed together as a pattern over time. I find value in looking at these metrics together.
It is now our fifth year of analyzing balance sheets to understand which companies are outperforming their peer groups on the metrics of growth, operating margin, inventory turns and Return on Invested Capital (ROIC) while driving improvement. In Table 3, I share a comparison of the two methodologies. This is the fun part of my job.
Furthermore, some data may be of minimal use without comparison to and identification of trends and collaborations between data from other transactions within a given warehouse or transportation system. However, most of today’s data goes unused and represents a lost opportunity to the company.
It provides customers with auditable data, sustainable achievement metrics, such as energy efficiency, and useful information that can be used for product comparison. The profile is a two-page document that includes the sustainability achievements and capabilities of the product, which allows total transparency to the customers.
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. We find that companies will establish metric targets in isolation and throw the supply chain out of balance. How did you define peer groups?
However, the key part of this comparison is the fact that Sanofi never drove improvement. The group’s response is, “Are these supply chain metrics?” The sad reality is that is a focus on functional metrics throws the supply chain out-of-balance reducing balance sheet performance.
We selected these metrics based on correlation work with Arizona State University in 2012. The winners drove long-term value (measured by market capitalization) while outperforming on the portfolio of metrics shown in Figure 1 and driving improvement faster than their peer groups. Comparison To The Gartner Top 25.
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 The metrics selection resulted from work with Arizona State University in 2013.) Look for the full report next week.).
Price index and price elasticity are useful metrics on their own, and a combination of these can help determine the right price point to maximize revenue and profit. Comparison of these profiles then gives us store clusters with similar demand, and based on these insights, assortment plans can be developed to address the difference.
This post will discuss some of the metrics and analysis tools that an inventory manager needs to identify risk and opportunities and to make intelligent decisions to optimize the performance of their inventory. The metrics you choose should answer the questions your organization is asking, without requiring additional analysis.
We talk about the move from functional metrics to a balanced scorecard, but we don’t use a balanced scorecard as an objective function. Gartner Comparison to the Industry Peer Group For more on the methodology, check out the powerpoint summary online. We talk about complexity, but do not measure the impact on forecastability.
While the performance rankings were based on comparisons of inventory turns, operating margin and Return on Invested Capital (ROIC) for the periods of 2006-2013 and 2009-2013, the concept is that to be a supply chain leader you must outperform and drive improvement. Aligned Metrics. Supply Chain Design.
Definitions: Oxymoron: The combination of contradictory or incongruous words (such as cruel kindness) Juxtaposition: The act of placing words or concepts close together or side by side, for comparison or contrast. Integrating data does not align an organization motivated by functional metrics. Digital Brain.
Companies moving to BPO in these practice areas are experiencing supply chain improvements in metrics such as inventory turnover and customer service. By comparison, vendors have been investing in advanced technologies such as artificial intelligence (AI) and advanced analytics to enhance their offerings. versus $4.84
The next posts in the series will break down metrics and issues to consider in SQM by industry and conclude with a case study on the application of SQM. 5 Key Metrics to Use for Scoring Supplier Quality Management (From LNS Research ). The definition of this metric is similar to the way it sounds. Cost of quality.
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.
I began analyzing correlations of groups of metrics to market capitalization and found that the most significant correlation was between market capitalization and growth. When companies were growing, I also discovered that the cost and inventory metrics better aligned with peers. In Table 1, I share a comparison of the two methods.
Based on the work with Georgia Tech, we are getting clear on which metrics matter by industry. As companies adopt a balanced scorecard, the functional metrics shift to a focus on reliability. Model Comparisons Ship from model: A ship-to model: Another example of bi-directional orchestration is meat packing.
To understand supply chain excellence, Abby and I have been studying pattern recognition for industry peer groups at the intersection of the metrics in the Supply Chain Effective Frontier of growth, profitability, cycles and complexity. This analysis has been fun and insightful. Publication of our next book.
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. We eliminated several large conglomerates. As a result, you will not find 3M or GE in the data. As a result, you will not find 3M or GE in the data.
The question becomes, “how are you comparing your transportation metrics to what’s happening around you?” You need to explore the metric relationships to see the full story. Reviewing the metrics simultaneously helps identify potential cause-and-effect relationships.
Growth 10% (Year-over-Year comparison of 2013 versus 2014). Opinion makes up 50% of the rating; and in the ranking system, company comparisons are against each other with little consideration of industry drivers. Supply chain leaders manage a complex system of non-linear, but very inter-connected metrics. Why Do I Think This? .
Here are the three questions that I would like people to ask: Table 1: Comparison of Results for Best of Breed Solution Providers to ERP Expansionists in Supply Chain Planning. In addition, I am now done with the page proofs for my new book, Metrics that Matter. The board has not set-up the team for success. The book is a story.
Here explain what DSI is, how to use it, and why it’s crucial to track this metric in your business – whether you’re a retailer, manufacturer, wholesaler or distributor. The next figure you need to calculate is COGS, which is a metric that relates to the direct costs of a product that a business sells.
As a result, tor most companies, the goals are unclear and the financial metrics are not well-understood. They do not have a peer group for comparison. We do not include them in the analysis because there is no peer group comparison. This year-over-year comparison, enables visualization of performance on two metrics.
The first number in a cell represents the average value for a specific industry for 2010-2016, and the percentage on the second line is a comparison of the average for 2010 when compared to 2016. If the arrow is red, the industry is moving backwards on a metric. Companies, based on culture, tend to focus on singular metrics.
Snow fell last night as I worked on my last Supply Chain Metrics That Matter report. The concept of the Effective Frontier is that best in class companies align functional metrics to balance growth, cost, inventory and Return on Invested Capital (ROIC) performance while balancing customer service metrics. The Effective Frontier.
Common causes for this include poor change and process management, misalignment in terms of business strategy, mismatched metrics across the business, dysfunctional technology and lack of expertise to operate and implement technology. Some also lacked advanced analytics and optimization capabilities. .
According to Ben, who oversees Chainalytics’s Integrated Demand and Supply Planning practice (which includes their Demand Planning Intelligence Consortium), many companies take last year's forecast accuracy metric and simply add a few percentage points to establish the coming year’s goals. Second, where should you focus?
Year after year, well intentioned people toiled against improving metrics that reduced, not improved, the effectiveness of the supply chain. Metricscomparison of Kellogg Co. In part one of this blog series, I started the saga of the supply chain fairy tale. You got it! It is a low probability that this will ever happen.
In the survey, APQC used a series of performance metrics, including net promoter score, customer retention rate, perfect order performance, and on-time delivery among others, to identify the top performing companies. By comparison, 85 percent of orders are accomplished in one delivery for those at the 75th percentile.
Some Common-sense Warehouse Benchmarking Metrics. In this post, you can discover some common-sense warehouse metrics that should probably be included in your project, regardless of whether you are benchmarking internally or externally. Other Warehouse Performance Benchmarking Metrics. Perfect Order Warehouse Performance.
Without baseline metrics on what you want to improve on and why, how can you be confident your strategy is working? Gathering the necessary data to formulate an accurate comparison between previous results and those provided by machine learning is an excellent way to establish confidence in your results.
As a follow-up to this article, I wanted to talk one-on-one with the leadership teams of the two companies and get their insights on the ten-year comparison. We manage supply chain metrics. Recently, I wrote a blog post that contrasted Colgate and Unilever. Tell me about your job as a leader at Colgate. This is a conscious choice.
The answer is yes, there is a difference between the two although trivial in comparison. In SIOP, accountability is a huge part of achieving desired outcomes, improving monthly metrics and satisfying the customer needs.
Container Import Volume Year-over-Year Comparison. The only bright note is that shipping costs will be a fraction of what they were over the last several years. Figure 1: U.S. Source: Descartes Datamyne. Theme 2: Online buying will fuel home delivery growth, challenges and new strategies. Somewhat nailed it.
Start with documenting the “As-Is” process capabilities and corresponding key performance metrics. This will lay the foundation for any future performance comparison and provide the starting point to develop benefits for transformation.
Note that in this comparison of the top three medical device companies in Figure 1, that Zimmer is substantially underperforming against the other two, and that all three companies are going backwards in operating margin. To be sure that you get our research through the summer, please sign up for our newsletter.
We organize all of the trending information in your field so you don't have to. Join 102,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content