Remove Manufacturing Remove Metrics Remove Network Design
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Uh-Oh! Insights On How P&G Failed And What This Means For You

Supply Chain Shaman

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.) Supply chain excellence was largely defined as manufacturing excellence.

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When the Rubber Hits the Road

Supply Chain Shaman

The company needs to focus on the design of flows, building outside-in processes, creating an effective supplier development group, reducing complexity, and driving bi-directional orchestration to a balanced scorecard. The manufacturing-centric company is used to strangling suppliers and demanding terms. So, you might ask, why?

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Outside-in Process Q&A

Supply Chain Shaman

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. For example, in manufacturing, the shift in focus is away from OEE to focus on first pass yield and schedule adherence.)

Modeling 208
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Strategy. Strategy. Wherefore Art Thou Strategy?

Supply Chain Shaman

The use of descriptive analytics along with agile planning techniques (what-if analysis, discrete event simulation, and network design) helped. The key is to align these product flows with the efficient supply chain flows to minimize cycle stock in manufacturing and maximize transportation assets. I hope this helps.

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Supply Chain Normalcy? Think Again.

Supply Chain Shaman

For organizations layered in functional metrics and driving a cost agenda, this is a tough nut to crack. I don’t care what you call it, but network design, what-if analysis, simulation and digital twin approaches grow in importance.) Tougher than most understand. Companies participating get a copy of the results.

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Not To Be A Losing Pawn

Supply Chain Shaman

I worked three layers down in the organization for a well-established leader in manufacturing named Dan. Dan had a very manufacturing view and Fred focused on logistics. His goal was to separate manufacturing and distribution inventories to improve his bonus incentives. The metrics were not aligned. You have to do so.

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Active Supply Chain Design: A Key Imperative for De Risking Supply Chains

Logistics Viewpoints

Management practices such as lean manufacturing and just-in-time inventory management, along with globalization, have made tremendous impact on cost and service, but have accentuated risk. Metrics such as lead-times, forecast accuracy, inventory levels, and service are used to measure operational risks. are most exposed to risk?