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In follow-up qualitative interviews, one of the largest issues with organizational alignment was metric definition and a clear definition of supply chain excellence. To manage continuous improvement, companies need a clear definition of excellence and organizational alignment to that goal. What Drives Value?
Many of my clients talk about a customer-centric supply chain but rely on useless metrics from an annual survey or a net promoter score. In this article, I want to emphasize that a customer-centric supply chain meets and exceeds the customer’s needs day-by-day based on a well-defined relationship against a brand promise.
Reason #4 Making key decisions by modelling the supply chain in Excel. Reason #9 Relentless pursuit of one supply chain metric at the expense of other metrics. Yet, these are similar instructions as what is passed down to the supply chain from executives focused on a specific supply chain metric.
Supply chain excellence is easier to say than to explain. At each company, there is a relationship between the metrics of growth, margin, inventory, customerservice, 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.)
. “When I ask my team about customerservice, I get high-five reviews. When I meet with my customers, I get thumbs-down feedback. I find the measurement of customerservice to be one of the most difficult.” Interview for Metrics That Matter. How do you define the metrics that matter?
How aligned do you believe your organization is to drive these metrics? Observations on What It Takes In the Mea Culpa post, I wrote that I used to believe that excellence in S&OP was a ratio of 60/30/10. (60% Daniel convinced the organization to better manage inventory to improve customerservice.
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.
Initially, the output was published to procurement to design strategic buying strategies. Watermelon Metrics Don’t Drive The Right Results. I love the metaphor of watermelon metrics. Customerservice is red. What are functional metrics? Procurement: Purchase price variance and procurement cost.
How Do You Define Excellence? In retrospect, I find that technology is an enabler, but only if we are clear on what defines supply chain excellence. Many believe that an ex-supply chain exec knows the definition of supply chain excellence. The group’s response is, “Are these supply chain metrics?”
Clear operating strategy and definition of supply chain excellence across plan, source, make and deliver. Most companies buy decision support technology, but do not redefine work to improve decisions. A shift from functional metrics to a balanced scorecard. The focus on functional metrics sub-optimizes balance sheet results.
In the last five years, while the physician is still important, the buying decisions transitioned from the supplier to the care provider. The most common reporting relationship in the supplier organization is to a leader of supply (focus on logistics, distribution, materials sourcing and customerservice).
The classical approach involves functional silos, sequential decisions, and Excel and people to render a plan executable. Big data is used to understand a customer’s propensity to buy, the tendency to return, conversion of clicks to orders, demand sensing signals, individualized promotions, etc.
Ed argued that instead of buying new packaging equipment that we should work with R&D to have a base flavor and add the color and flavoring at the head of the machine. Despite goals to improve agility and resiliency, functional metrics for manufacturing efficiency continually throw the supply chain out of balance. The So What?
In essence, this includes the entire chain of supply, production, storage, distribution and finally, the customer, so that the plans make sense all involved parties. Ultimately, what KPIs, as metrics and indicators derived from the set of plans are taken into account and prepared for each scenario. Technology for Effective Planning.
With the purchase of i2 by JDA, and Logictools by IBM, manufacturing companies serious about network design started looking for a company, with a well-established community, that was more serious about network design. There are seven reasons: CustomerService. Demand and Supply Variability. The gap is tough.
The promise was the delivery of a decision support system that would allow the organization to optimize the relationships between cash, cost and customerservice against the strategy. Leadership teams struggle with the trade-offs between cash, cost and customerservice. Why does this happen? The book is a story.
We find that companies with an analytics center of excellence drove progress faster than those with a supply chain center of excellence. While companies build Supply Chain Centers of Excellence, most are not clear on what good looks like. When you ask, “What defines supply chain excellence?” The other issue?
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). The total cost of ownership analyzes the total costs of the buying decision.
If you are going to be excellent at ecommerce fulfillment, you need to have great perpetual inventory capabilities. CustomerService Needs to be all the Way to the Last Mile. If you offer white glove service, define it and select service providers based on their ability to deliver it. Don’t fool yourself.
It was a story where people believed that functional excellence leads to supply chain superiority. Year after year, well intentioned people toiled against improving metrics that reduced, not improved, the effectiveness of the supply chain. Metrics comparison of Kellogg Co. You got it! vs. General Mills, Inc. A Case Study.
Ask yourself, “Are your supply chain metrics bogging you down?” ” To manage a supply chain containing complex dependencies between teams, departments and partner companies across international boundaries requires a rich set of metrics. Functionally isolated metrics lead to sub-optimized supply chain performance.
As I shopped at Best Buy for office supplies, I struggled to not think about the massive disruption of electronics supply chain. I find three: organizational design, executive understanding of supply chain, and the lack of a clear definition of an optimization function for supply chain excellence. Clarity of Supply Chain Excellence.
This team is not buying the message. So much so, that three years ago, I founded a research company to focus on understanding supply chain excellence. I also believed that this company would have the best inventory and customerservice. My favorites are customerservice, operating margin, inventory turns, and ROIC.
Optimization engines to improve functional metric performance resulted in an exploding number of planners. days to receive a purchase order confirmation. The average purchased order changes 3.5 As shown in FIgure 1, the fourth node is the COV of materials in planned orders/COV of purchase orders. On average, it takes 2.8
Or agreement on the definition of supply chain excellence. As a result, functional excellence anchors action. The focus is on digitization—automating today’s processes—versus rethinking process excellence based on the art of the possible. An orbit chart is a plotting of data at the intersection of two metrics.
The focus is on the role of supply chain finance in driving supply chain excellence. The design of the conference includes tours of several modern warehouses and centers of excellence. The number one question that I am asked today by manufacturers across all industries is “How can I improve customerservice?” Background.
As a result, focusing on cost and efficiency, and functional metrics throws the supply chain out of balance. Today, only 4% of companies are the first to buy new technology—a 40% decline from post Y2K in 2001. He asked me to help him understand why his customerservice and shipment reliability were poor. Focus on Cost.
Procter & Gamble and Kimberly Clark); but for most companies that I have worked with, I see that they have purchased and implemented inventory technologies, but there has not been an impact on future years results in either Days of Inventory or Days of Working Capital. Ownership of Inventory as a Metric. What I Think it Means.
As a result, focusing on cost and efficiency, and functional metrics throws the supply chain out of balance. Today, only 4% of companies are the first to buy new technology—a 40% decline from post Y2K in 2001. He asked me to help him understand why his customerservice and shipment reliability were poor. Focus on Cost.
Demand latency is two-eight weeks delayed from consumption purchase to translate to an order. Organizations can align to drive value despite the allegiance to functional metrics. I kept pressuring this client to use their channel data locked into the Excel files in their sales account teams. Mistake #3. My challenge? Measure it.
For the purpose of this discussion, I define agility as the design of the supply chain to deliver the same cost, quality and customerservice given a level of both market volatility and process variability. Q: You mention that Executive Buy-in is the biggest stumbling block. ” The answer is the goal of this post.
While responsiveness decreases the cycles to respond, agility is the design of the supply chain to have the same cost, quality, and customerservice given the levels of demand and supply uncertainty. Over 93% of companies use Excel Spreadsheets to develop their plans. The journey needs to start with clear definitions.
Executive, after executive, lament, “They have purchased many technologies and sponsored many projects to reduce inventories, but they are not seeing results.” The supply chain leader manages performance at the intersection of inventory turns, operating margin and customerservice. These are my thoughts.
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). The total cost of ownership analyzes the total costs of the buying decision.
In a much broader context, the byproduct of this work will be lasting innovation that informs design, production and distribution excellence for years. At the same time, start a frank discussion about which metrics matter right now. Perhaps purchase price variance and budget adherence should take a back seat to customerservice.
The discussion of customer-segmented supply chains happens often. When I hear companies discussing the implementation of a customer segmentation strategy, I ask a series of questions: Who is your customer? How do they buy from you? How do they buy from you?” Why does it matter to you?
Working with a managed transportation services provider (3PL) is an excellent way for shippers to improve their logistics operation and reduce costs. To help, here are 5 questions to ask when talking to prospective logistics services providers. What level of service can we expect? Do they have the buying power?
Many people are talking about Key Performance Indicators, Metrics, Analytics, and other indicators of performance. The importance of selecting the right metrics or “measures” as I prefer to call them, is critical as we all know that metrics drive behaviors. Step 2 – Develop Metrics and Data Sources.
While I agree that companies need to right size inventory to maximize ROIC and improve customerservice, there are many underlying decisions that I feel many companies do not make consciously. Cycle stock is the management of stock required to cycle through production runs and procurement buys effectively. My Insights.
Amazon contributed to the push for white glove service in last mile eCommerce logistics with its focus on speed of delivery, especially among Amazon Prime benefits, of same-day or next-day delivery for eligible purchases. Leveraging Metrics, Shippers Find Better Ways to Excel at CustomerService and Last Mile Services.
In essence, a structured supply chain department as described in the blog can help you deliver the right supply chain strategy and goals which helps cost reduction, improve customerservice, on-time delivery, and better working capital. Analyze performance metrics and implement improvements to enhance efficiency. Enroll Now!
So, many suppliers utilize outside logistics management to ensure customers remain fully satisfied and continue to repeat purchasing. meaningful and accurate performance metrics. reputation for excellence in reverse logistical results. customer satisfaction. meaningful and accurate performance metrics.
This can include examining everything from inventory management and order fulfilment to warehousing, delivery, and customerservice. This involves understanding customerbuying behaviour trends, seasonal variations, production schedules, and more. Logistics KPI Dashboard Excel Template 4.
Tracking the right ecommerce KPIs will help you make better-informed decisions regarding your ecommerce brand, from revenue and conversions to marketing and customerservice. However, there is a wide range of metrics that you should be tracking to help your online store grow. Why ecommerce performance metrics are important.
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