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
Once upon a time, the world of manufacturing was a relatively stable place. So how does a manufacturer navigate this rollercoaster? According to Gartner , these issues can lead to missed manufacturing deadlines and wasted capital. In fact, recent data shows that manufacturer inventory levels are up nearly 10% year over year.
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.
The first story is about a large regional food manufacturer. The second story is about a regional beverage manufacturer. The companies’ planning was in a vicious cycle where marketing programs were growing increasing error, and the lack of manufacturing modeling made it challenging to see what was feasible. (It The answer?
Or, the importance of digitalized manufacturing and how digitalization has enabled companies to pivot faster to new and more innovative products, processes or never-produced products needed to save lives in the pandemic. . Identify metrics, analytics and projects to drive business improvements. These became coffee break side bars.
Manufacturers have always struggled to know their customers. Unfortunately, this means manufacturers face an even greater challenge, as more customers translate into greater use of customer service. But, how do manufacturers turn their focus to the customer experience? Determine What Customers Want Today.
From retail and food and beverage to manufacturing and life sciences, companies from a wide variety of industries are realizing the benefits of the technology, revolutionizing how they operate, collaborate, and generate value. Manufacturers use cloud technology for predictive maintenance, production planning, and supplier collaboration.
For organizations layered in functional metrics and driving a cost agenda, this is a tough nut to crack. Abandon the processes focused on multiple layers of meetings to improve collaboration of organizations that are not aligned, but focused on transactional data. Tougher than most understand. History is a poor guide for the future.
The modern supply chain is a complex network of suppliers, manufacturers, distributors, and customers, all interconnected and reliant on a shared ecosystem of trust and accountability. Public Reporting: Publishing sustainability reports and ethical compliance metrics to highlight progress and areas of improvement.
My Monday morning staff meetings could have been a Saturday night live skit. Frank, the line manager for manufacturing, dominated the meetings. Despite goals to improve agility and resiliency, functional metrics for manufacturing efficiency continually throw the supply chain out of balance.
This means routinely bringing together the C-suite, finance, supply chain, manufacturing, sales and marketing teams so everyone is seeing, working from and agreeing to an aligned plan that achieves optimal business outcomes. It’s logical that a machined parts manufacturer and a grocery chain would review different KPIs in their IBP processes.
Advanced planning evolved with a focus on modeling manufacturing constraints. Watermelon Metrics Don’t Drive The Right Results. I love the metaphor of watermelon metrics. The issue is that traditional functional metrics drive underperformance—the greater the variability, the larger the gap. Over time, this changed.
We consistently see that companies focused on functional excellence–a focus within a functional silo like manufacturing, transportation or distribution– or singular metrics– like inventory or costs– underperform against their peer groups. Reward teams for cross-functional metrics. What did we find?
For example, a vaccine manufacturer increased their order size by a factor of four in one weekend; a video call company wanted to receive ten times as much product as they initially forecast with just a month’s lead-time. Pure Storage’s manufacturing is done at three contract manufacturing sites, two in Texas and one in the Czech Republic.
We speak about the need to move from a functional understanding to a global, holistic capabilities, but the traditional supply chain leader defines bonus incentives and process performance goals based on functional metrics. Measurement. Organizations speak of the bullwhip, but don’t measure it or monitor the effects. Innovation.
Let me give you an example: Last week, I gave a presentation at a global supply chain team meeting of 175 professionals. They had seen my videos on the website and needed a speaker for their global kick-off meeting. Proudly, I had led my division to have the lowest manufacturing costs with the highest Return on Assets.
A planner could ask the SCP engine to achieve 95% service, with CO2 emissions under a million metric tons at a given factory in the coming month. The ability to meet that demand can be less than expected. So, for example, a manufacturer knows what it has sold to a retailer. This would be a three-way tradeoff. No plan is perfect.
In a survey of 150 global manufacturing executives, 47% committed to improving supply chain visibility and tracking. Supply chain visibility often means “where’s my stuff,” or the ability to trace parts in transit from the manufacturer to the final destination. What is supply chain visibility?
To achieve this growth, successful manufacturers today are relying on key performance metrics and automating many aspects of their data management processes to gain valuable business insights that can be used to meet their organizations’ performance goals. The Basics of Manufacturing KPIs. Machine KPIs.
A pound of apples costs about the same as a pound of steel, yet steel is a complex product produced using high-tech metallurgical and manufacturing processes. The goal is to produce an integrated plan that meets the strategic goals of the overall organization. A ton of steel can cost as little as $700. The company’s financials?
Where and how manufacturers make products for Americans will change in 2017. Manufacturers must adapt to changing demands, or they will become nothing more than a statistic in history books. The "First Five" Industrial Manufacturing Trends of 2017. The "First Five" Industrial Manufacturing Trends of 2017.
How can manufacturers manage disruption and improve productivity? By using advanced analytics for manufacturing, to understand the valuable information concealed within the data they already have! Therefore, manufacturers must continually look for new ways to improve the productivity and profitability of their operations.
Heavily booked and running from meeting to meeting, I was late. The topic of the meeting was the logistics to launch of the AMR Research Top 25. As a research leader at AMR Research when I voiced the concern for a more rigorous peer group analysis in prior meetings, I hoped for a better outcome. The reason? The result?
How can manufacturers manage disruption and improve productivity? By using advanced analytics for manufacturing, to understand the valuable information concealed within the data they already have! Therefore, manufacturers must continually look for new ways to improve the productivity and profitability of their operations.
I am embarrassed to ask, but we were discussing the topic at our board meeting yesterday, and I must admit that we have more confusion than clarity.”. Contract manufacturing or 3PL data often will have a 24-hour latency due to batch integration. The focus is on functional metrics, but are unable to get to overall supply chain metrics.
According to the UN Environment Program’s Food Waste Index, 923 million metric tons of food is wasted globally every year. With the right solution and strategy, food manufacturers have the potential to create a major impact in reducing the scale of our global food waste crisis. The Right Approach to Food Waste Reduction.
The meeting is on everyone’s calendar. There is an abundance of pastries flowing from the basket, and the stage is set for an impactful meeting. Even though things seem to be going well (all of the meeting details are well-executed and the speaker is giving an energized presentation), the room is eerily quiet.
There are three reasons why: Vertical excellence—having the best manufacturing, procurement or transportation function—has not worked. A project focus where each project has to meet a threshold ROI has not worked. Aligned Metrics. What percentage of retail out-of-stocks could be prevented by the manufacturer in these industries?
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. Cost-to-Serve and Top-to-Top Meetings. I smiled as I began to present the story of the “Metrics that Matter.”
It bought its main rivals to become North America’s largest fine paper manufacturer. [1] To overcome historical obstacles, Angleson set three ambitious goals: Change the relationship between the manufacturer and distributor from manipulation to collaboration. Improving culture, service levels and profitability.
These ABC segments can also be used for setting up service level targets or availability targets which then determine the safety stocks for ensuring there are enough stocks to meet the fluctuating demand for those groups of products that are critical to business. However, using metrics that can be easily tracked and updated is recommended.
By fostering collaboration across all stakeholders, including suppliers, manufacturers, and logistics providers, companies can enhance visibility, streamline processes, and proactively address disruptions. Make to Order: Here, products are manufactured based on specific customer orders.
That means identifying areas of waste, overlap and large volumes and enabling continuous improvement through the use of transportation metrics to track performance. Using an offshore vendor to manufacture a component for a larger automotive assembly is a typical example. Learn More.
Automation is at the center of modern manufacturing businesses, with companies exploring the possibilities of artificial intelligence in improving workflows and profitability. Industrial engineers incorporate these technologies in designing and fabricating advanced manufacturing systems. How AI Is Changing the Manufacturing Industry.
I have taken myself off the road to write the book Metrics That Matter. Because he had reduced his buffers—both inventory and manufacturing—and had built a push-based supply chain using a forecasted demand signal, he was failing in many markets. It is a day for you to have a mea culpa meeting with your team. It is a slow week.
One of my favorite interviews on this topic, that I recently completed for my upcoming book Metrics That Matter , was with Amway’s Chief Supply Chain Officer George Calvert. We produce there because the regulations say that you need to manufacture there to sell there. Service level is our most important metric.
The indexes will feature in future Empire State Manufacturing and Business Leaders surveys, the bank said. Yellen’s remarks, delivered during a speech in Germany, highlighted what is expected to be a central topic of discussion when the Group of 7 finance ministers meet in Italy this week. And now on to this week’s logistics news.
Peeling Back the Lid on Supply Chain World Salad In this world, where board discussions focus on eliminating waste and meeting corporate social responsibility goals, supply chain teams respond with projects like end-to-end planning, control towers, and real-time decisions. Contract Manufacturing Signal Latency. On average, it takes 2.8
While there was always passionate discussions on companies and metrics, the end goal was to raise awareness of supply chain as a practice. However, they seem to fall under the conglomerate issue, where multiple business units may skew the summary metrics. Most of this middleware was Excel and Meetings. So, drum roll please….
Manufacturers and distributors experienced huge supply chain disruptions due to the pandemic which exposed many vulnerabilities and tested the resilience of supply chain leaders globally. Therefore, it is important to measure how well these suppliers meet the expected high level of quality. Manufacturing KPIs.
Why quality management is important Quality management consists of the inspection and measurement of products to ensure that they meet specifications at various points along the manufacturing chain. Focus areas of quality management There are three areas of the manufacturing lifecycle where quality management should focus.
Workforce shortages and other challenges abound throughout all transportation sectors, and while this may revitalize investments in localized manufacturing, expanded warehousing to hold more inventory, and other efforts, these changes do not solve today’s issues. Manufacturers also adjusted.
We’ve already listed the top 10 manufacturing blog posts and the top 10 supply chain blog posts last week. When a manufacturer’s product normally moves through the supply chain network, it is to reach the distributor or customer. Any process or management after the sale of the product involves reverse logistics.
A large consumer products manufacturer with nine Enterprise Resource Planning (ERP) instances and several divisions wanted to discuss forecasting. The Company focused primarily on retail planning and wanted to extend its capabilities into a consumer products manufacturing solutions offering. The taxonomies and goals are different.
Too few are questioning the products that should have never been manufactured. The sad thing is that most companies will never know because they are blindly measuring the wrong metric and driving a supply-centric agenda. Supply-centric or Manufacturing Thinking. Consider the image in Figure 2 of a pet food manufacturer.
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