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12 days of Bricks Matter

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866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com …

866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com

This presentation gives a sneak peek into the no-nonsense data compiled in this must-have supply chain book.
!
The book, Bricks Matter, co-written by Lora Cecere, former AMR Analyst, shows reader’s how to identify market risks and opportunities and translate these into winning tactics. The book includes 75 interviews from supply chain pioneers and many business cases highlighting how business leaders are winning through this market-driven approach.

The 3 main elements of the book discuss:
- The best use of physical assets
- The evolution of global supply chain teams
- Harnessing the evolution of supply chain management best practices for 2020

For more information contact
Jaime Reints
Plan4Demand Solutions, Inc.
Jaime.reints@plan4demand.com
Direct: 412-733-5011
www.plan4demand.com

Published in: Education

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  • 1. Plan4Demand presents 12 Days of Bricks Matter
  • 2. PanelistsCharlie Chase Lora Cecere Jim Heatherington Supply Chain Insights LLC Copyright © 2012, p. 2
  • 3. BRICKS Book Publishes Matter December 2012 The Role of Supply Chains in Building Market-Driven Differentiation LORA M. CECERE CHARLES W. CHASE JR.
  • 4. Bricks Matter ISBN: 978-1-1182-1831-0 By the Numbers. 290 1 98,000 75 36 18
  • 5. About Bricks MatterSupply chain management processes have gradually shifted from a supply-driven focusto a demand-driven one in order to better synchronize demand and supply signals.Bricks Matter shows you how you can identify market risks and opportunities andtranslate these into winning tactics. Business case studies from 36 companies highlighthow business leaders are winning through market-driven approaches. The no-nonsenseapproach in Bricks Matter, helps you understand how to apply the emerging world ofpredictive analytics for the better management of value networks.As companies transition from a demand-driven to a market-driven approach, the focus inorganizational shift needs to happen. It is a move from outside-in to inside one. It is atransition from vertical excellence to building strong market-to-market horizontalprocesses. This includes improving revenue by increasing market share, delivering highand reliable profit margins, meeting corporate social responsibility goals and maintaininghigh levels of customer service with the indispensable guidance found in Bricks Matter. Supply Chain Insights LLC Copyright © 2012, p. 5
  • 6. Why did I Write this Book? • Third decade of Supply Chain Management. Passing of the baton by Supply Chain Pioneers. Talent shortage and the need to train the next generation. • Excellence in Supply Chain is Driven by Leadership. 36 case studies that tell the story. • Void in the Market. Supply chain matters. Need for clarity on the impact of two decades of spending to true business results. • Shift in technology capabilities that too few understand. The power of analytics allows companies to tackle new opportunities, but only if they learn, to unlearn, to relearn. Supply Chain Insights LLC Copyright © 2012, p. 6
  • 7. Why Should you Care?• Supply chain is a powerful road forward for your career. By better understanding the past, you can be a better leader for the future.• Supply chain can save the world. Materials are tight, and social responsibility pressures are high. You can be a leader to make a change in making the world a better place.• Value is driven by those that make things. Supply Chain leaders help to orchestrate value in economies, in companies and in communities. The shift from digital marketing to digital business redefines value.• Clicks and digital marketing are sexy; but in the end, Bricks Matter. Supply Chain Insights LLC Copyright © 2012, p. 7
  • 8. What Other’s are SayingThis is the new bible for all supply chain executives. It provides an insider’sperspective that will prove incredibly valuable to even the most grizzled supply chainveteran. This is the next must-have business book. --Bruce Richardson, Chief Enterprise Strategist, Salesforce.comThe journey to build the outside-in end-to-end value network happens in stages andcan only be led from the top based on value-based outcomes. This is a guidebook forleaders driving the transformation. --Roddy Martin, Senior Vice President, CCI Best Practice Research and ConsultingThis book is like no other that has been written about supply chain management. It is amust read for the supply chain leadership team. --Marty Kisliuk, Global Operations Director, Agricultural Products Group, FMC CorporationLora Cecere has been a key driver of supply chain strategies that force companies tothink differently about how they work with their customers, partners, and cross-functionally within their own organizations. Here she teaches us to take a bold step tochange our thinking and turn the supply chain around to focus on the consumer. --Ann Dozier, Vice-President, Fresh Dairy Direct IT, Dean Foods CompanyToday, the worlds of social business and supply chain management have manydegrees of separation. I enjoyed working with Lora to understand what the futuretransformation of digital marketing to digital business could look like. --Jeremiah Owyang, Research Director, Altimeter•• Supply Chain Insights LLC Copyright © 2012, p. 8
  • 9. Bricks Matter• Chapter 1: Meet the Pioneers• Chapter 2: Creating Value Networks• Chapter 3: The World of Demand• Chapter 4: Redesigning Supply• Chapter 5: Building Horizontal Connectors• Chapter 6: Race for Supply Chain 2020 Supply Chain Insights LLC Copyright © 2012, p. 9
  • 10. Right Use Expansion into Supply Chainof Assets BRIC Countries Process (Brazil, Russia, Knowledge India and China)
  • 11. At a High Level• Technologies were over-hyped and largely under- delivered.• We stumbled forward. The greatest advancements came through failure.• The supply chain organization is both an accelerator and an inhibitor.• No real change in the supply chain happens in less than three years. It takes hard work, and leadership to guide operations to navigate the trade-offs and make a conscious choice. Supply Chain Insights LLC Copyright © 2012, p. 11
  • 12. Supply Chain Tipping Points1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 JIT Supply Chain Internet/Email RFID Organization Evolution of eProcurement the PC Re-Engineering the Total Quality S&OP Organization Management Theory of Constraints (Michael Hammer)Supply Chain Excellence = Supply Chain Excellence = Islands of Manufacturing Vertical Silo Efficient Order to + + Excellence Excellence Excellence Cash Processes Inside-Out Inside-Out Supply Chain Insights LLC Copyright © 2012, p. 12
  • 13. Supply Chain Tipping Points 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 .com Social Responsibility Y2K Demand Driven Concepts CSCO Lean Six Sigma Market-Driven Value NetworksSupply Chain Excellence = Supply Chain Excellence = Vertical Silo Outsourcing Value-Based Outcomes + Excellence Effectiveness Delivered by Horizontal Processes Inside-Out Outside-In Supply Chain Insights LLC Copyright © 2012, p. 13
  • 14. Evolution of Supply Chain Process ExcellenceAlign: Continuous Building Horizontal Testing OrchestrateMarket Process Connectors Learning Improving Demand and SupplyDriven In Market Adapt: Demand Resilient Reliable Driven Right Product Efficient Absorb Sense Demand Demand Volatility Right Place Cost and Supply Right Time Procure to Shape Absorb Supply pay/order to Demand and Volatility cash Supply based Right Cost on Market Supply Chain Insights LLC Copyright © 2012, p. 14
  • 15. What is a Market-driven Value Network? An adaptive network focused on a value-based outcome that senses and translatesmarket changes (buy and sell-side markets) bi-directionally with near-real time data latency to align sell, deliver, make and sourcing operations. Supply Chain Insights LLC Copyright © 2012, p. 15
  • 16. DefinitionsSupply Network: When the supply chain is extended to anetwork of trading partners, it is termed a supply network.Value Chain: When the emphasis of this extended supplychain shifts from cost to value, it is called a value chain.Value Network: When it becomes more strategic to thecompany, focused outside-in to drive value-based outcomes, itis termed a value network. Supply Chain Insights LLC Copyright © 2012, p. 16
  • 17. Leaders sensed Market Changes 5x Faster Supply Chain Insights LLC Copyright © 2012, p. 17
  • 18. A Supply Chain is a Complex System with Complex Processeswith Increasing Complexity Supply Chain Insights LLC Copyright © 2012, p. 18
  • 19. Looking at the Supply Chain as a Complex System Profitable Growth Revenue Cost of Goods Corporate Trade-offs Working Capital Corporate Social Responsibility Investment Trade-offs R&D Strategy and Investment Asset Strategy and Investment Forecast Accuracy Customer Service InventorySupply Chain Trade-offs Channel Strategy Product and Supplier Strategy Service Portfolio Sales Distribution Manufacturing Logistics ProcurementSupply Chain Policies Policies Policies Policies Policies Waste Returns Backorders First Pass Yield Empty Miles Material Yield Supply Chain Insights LLC Copyright © 2012, p. 19
  • 20. Useful RatiosGrowth Profitability Cycle ComplexityR&D Margin Cash on Hand C2C Cycle Altman Z Days of FinishedR&D to COGS Ratio Free Cash Flow Ratio Capital Turnover GoodsSGA Margin Gross Margin Days of Inventory Current Ratio Days of PayablesSGA/COGS Net Profit Quick Ratio OutstandingCOGS as Percent of Days of Raw Operating Margin Return on AssetsNet Sales Materials Days of Sales Pretax Margin (EBIT) Return on Equity Outstanding Days of Work in Return on Invested YoY Sales Growth Progress Capital Operating Margin DPO/DSO Return on Net Assets Inventory Turns Revenue/Employee Receivables Turns Cost of Sales Supply Chain Insights LLC Copyright © 2012, p. 20
  • 21. Who does it Best? SC Excellence 38% 21% 17% 4% 4%P&G Apple Dell Wal-Mart Toyota
  • 22. Revenue/Employee for the Period of 2000-2011 P&G Colgate Unilever Kimberly-Clark Nestle Kraft 700Revenue/Thousands of Employee 600 500 400 300 200 100 0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
  • 23. Bricks Matter• Chapter 1: Meet the Pioneers• Chapter 2: Creating Value Networks• Chapter 3: The World of Demand• Chapter 4: Redesigning Supply• Chapter 5: Building Horizontal Connectors• Chapter 6: Race for Supply Chain 2020 Supply Chain Insights LLC Copyright © 2012, p. 23
  • 24. The Supply Chain of the Future World Population North America Europe Asia 2007 2020 2007 2020 2007 2020 339M 342M 731M 722M 4.0B 4.6B L America 2007 2020 Africa Oceania 572M 660M 2007 2020 2007 2020 965M 1.3B 34M 40MSource: “The World at Six Billion” United Nations, 2004; The World UN Population Assessment 2006; “Unsustainable World,” 04/15/08, BBC MARCO TRENDS Supply Chain Insights LLC Copyright © 2012, p. 24
  • 25. Supply Chain Management:Top 3 Elements of Pain for Respondent Supply Chain Insights LLC Copyright © 2012, p. 25
  • 26. Ease of Getting Total Supply Chain Costs: Manufacturers, Retailers & Distributors USERS: Ease of Getting Total Supply Chain Costs Extremely/very easy 5 Neutral 3 Extremely/very difficultUsers 12% 12% 24% 24% 29% 24% EASY 53% DIFFICULT ___________________________________________________________ Source: Supply Chain Insights LLC, Transportation (Aug-Oct 2012) Base: Transportation Users (Manufacturers, Retailers and Distributors) (n=34) Q18. How easy is it for your company to get total supply chain costs for your operations? Supply Chain Insights LLC Copyright © 2012, p. 26
  • 27. Data Latency and Distortion Retailer DC Manufacturer DC Suppliers Store Demand Signal Accurate Almost WeeklyTrivial Easy Difficult Impossible Forecasting is ...Instant 3-10 Days 10-20 Days Delay from 20-50 Days 20-45 Days Purchase toVariable 7-20 Days 45-80 Days Signal Red Represents Emerging Economies with Distributor Trade Supply Chain Insights LLC Copyright © 2012, p. 27
  • 28. Collaboration: The Right Stuff SHARED VISION + SKILLS + INCENTIVE + RESOURCES + PLAN + LEADERSHIP = CHANGE SKILLS + INCENTIVE + RESOURCES + PLAN = CONFUSION SHARED VISION + INCENTIVE + RESOURCES + PLAN + LEADERSHIP = ANXIETY SHARED FALSE + SKILLS + INCENTIVE + RESOURCES + LEADERSHIP = VISION STARTS SHARED VISION + SKILLS + INCENTIVE + PLAN + LEADERSHIP = FRUSTRATION SHARED GRADUAL + SKILLS + RESOURCES + PLAN + LEADERSHIP = VISION CHANGESource: J.P. Kotter Supply Chain Insights LLC Copyright © 2012, p. 28
  • 29. Value Network Strategy Business Strategy What are the right things to do to increase company value? Value-network Supply Chain Strategy What are the right ways to support the business strategy? What are the right trade-offs between value drivers for each value network? Align demand Right product Design the Build Align supply Supply chain strategy relationships platforms supply organizational relationships response systems and manage talent Effective Supply Demand Networks Design Networks Continuous Networks Improvement Joint Value Creation Innovation Supply Chain Execution of buy- Strategies Methodologies Network Design Capabilities Required side strategies Business Process How do I do the right things right?Source: Supply Chain Insights, LLC Supply Chain Insights LLC Copyright © 2012, p. 29
  • 30. Bricks Matter• Chapter 1• Chapter 2• Chapter 3• Chapter 4• Chapter 5• Chapter 6 Supply Chain Insights LLC Copyright © 2012, p. 30
  • 31. Opportunityat the Intersectionof the Social and Interest Graph(s) Supply Chain Insights LLC Copyright © 2012, p. 31
  • 32. More than Just “Like” Supply Chain Insights LLC Copyright © 2012, p. 32
  • 33. Newell Rubbermaid Gets IT! • Newell Rubbermaid#Future15SB @bwdumars Supply Chain Insights LLC Copyright © 2012, p. 33
  • 34. Newell Rubbermaid Gets IT! #Future15SB @bwdumars Supply Chain Insights LLC Copyright © 2012, p. 34
  • 35. Bricks Matter• Chapter 1: Meet the Pioneers• Chapter 2: Creating Value Networks• Chapter 3: The World of Demand• Chapter 4: Redesigning Supply• Chapter 5: Building Horizontal Connectors• Chapter 6: Race for Supply Chain 2020 Supply Chain Insights LLC Copyright © 2012, p. 35
  • 36. The Long Tail of the Supply Chain: Growing ComplexityVolume Level of Predictability Predictability based on forecast accuracy vs Actual Order Profiles Supply Chain Insights LLC Copyright © 2012, p. 36
  • 37. Commodity Price Index
  • 38. Commodity Price Increases and Volatility 400.00 350.00 300.00 250.00 Corn (metric Ton) Wheat (metric Ton) 200.00 Coffee, Robusta (Pound)$/LB 150.00 Sugar (Pound) Beef (Pound) 100.00 Crude Oil (Barrel) 50.00 0.00 Source: Index Mundi Supply Chain Insights LLC Copyright © 2012, p. 38
  • 39. Organizational Overview: Typical Consumer Products Global Organization in 2005-2010 RegionalCustomers and Consumers Team C u Regional s Team t Demand Visibility Supply Visibility Regional o Suppliers Team m e Regional r Team One Face T Reliable, to the Channel e Regional Profitable Demand a Team Demand Supplier & Response from m Regional Demand Translation Supply Based Team S Management u on Demand Regional p Team p o Over 300 teams r t Pull Push AMR Research: 2007 Supply Chain Insights LLC Copyright © 2012, p. 39
  • 40. Change in Wages in China Supply Chain Insights LLC Copyright © 2012, p. 40
  • 41. Manufacturing EvolutionNational Multi-National Global: 2000-Pre-1945 1945-2000 Present Products  Protective trade manufactured • Free Trade rules closed trade and sold within • Optimization of routes of the past companies within manufacturing beyond regions  Products country borders into Imported manufactured Supply Networks materials and and sold in • Horizontal, products exported regions globally integrated in trade routes  Operation of • Shift from “what to Vertical “mini-companies” make” to “how to make” integration within regions • Management of a Operations  Local/regional network handled at focus headquarters Supply Chain Insights LLC Copyright © 2012, p. 41
  • 42. Average Days of Inventory by Year 250.0 200.0Days of Inventory 150.0 100.0 50.0 0.0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Consumer Packaged Goods 59.0 57.0 62.0 64.0 67.0 67.0 68.0 70.0 70.0 64.0 64.0 67.0 Chemical 71.5 71.9 78.2 75.1 62.0 70.3 68.1 64.3 64.3 78.6 72.9 72.8 Pharma 122.2 133.7 190.1 171.0 184.3 175.6 167.8 149.8 154.9 198.7 154.3 131.8 High Tech 93.1 57.6 46.5 48.5 35.9 37.3 43.8 36.8 34.6 41.3 34.8 30.4 Average 86.5 80.0 94.2 89.6 87.3 87.5 86.9 80.2 81.0 95.6 81.5 75.5 Source: Supply Chain Insights 2012 Supply Chain Insights LLC Copyright © 2012, p. 42
  • 43. Average Days of Working Capital by Industry 350.0 300.0 250.0 Days of Working Capital 200.0 150.0 100.0 50.0 0.0 -50.0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Consumer Packaged Goods -20.0 -8.0 -12.0 -2.0 -21.0 -23.0 -8.0 -18.0 -11.0 -10.0 -12.0 -13.0 Chemical 37.3 44.7 61.7 71.9 64.8 64.1 63.8 57.0 51.7 74.8 85.6 77.0 Pharma 64.1 56.4 48.4 56.2 71.8 94.1 92.6 88.1 87.1 111.0 116.0 113.2 High Tech 231.5 290.3 283.5 243.5 173.5 138.9 109.4 103.0 92.4 131.9 138.9 140.9 Average 78.2 95.9 95.4 92.4 72.3 68.5 64.5 57.5 55.1 76.9 82.1 79.5 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0Source: Supply Chain Insights 2012 Supply Chain Insights LLC Copyright © 2012, p. 43
  • 44. Kellogg 2010“Kellogg’s cereal primarily in the U.S. due to anodor from waxy resins found in the packageliner. Total charges were $46 million with a$.09 impact on earnings per diluted share.” Kellogg Annual Report Supply Chain Insights LLC Copyright © 2012, p. 44
  • 45. Bricks Matter• Chapter 1: Meet the Pioneers• Chapter 2: Creating Value Networks• Chapter 3: The World of Demand• Chapter 4: Redesigning Supply• Chapter 5: Building Horizontal Connectors• Chapter 6: Race for Supply Chain 2020 Supply Chain Insights LLC Copyright © 2012, p. 45
  • 46. Horizontal Processes• Revenue Management• Sales and Operations Planning• Supplier Development• Corporate Social Responsibility Supply Chain Insights LLC Copyright © 2012, p. 46
  • 47. S&OP ProcessExistence, Goals & Processes Supply Chain Insights LLC Copyright © 2012, p. 47
  • 48. S&OP Balance Supply Chain Insights LLC Copyright © 2012, p. 48
  • 49. S&OP Evolution Greater Benefit Business- • GrowthSales Driven planning Driven • ResilienceMatch Demand Maximize • Efficiency with Supply Profitability Market Driven Manufacturing- Demand Driven Driven Maximize Maximize Opportunity and Deliver a Feasible Opportunity Mitigate Risk. Plan for Operations Sense and Orchestrate Match Demand Shape Demand with Supply Demand Market to Market Supply Chain Insights LLC Copyright © 2012, p. 49
  • 50. Benefits Received from S&OP Processes Increasing revenue ▲ 2% 59% Improving forecast accuracy ▲ 5-7% 57% Reduction of inventory ▼ 10-15% 50% Improving asset utilization ▲ 3-7% 42%Determining outsourced manufacturing 38%Determining procurement requirements 36% Improving new product launch ▲ 3-6% 34% Transportation and warehouse management ▼ 2-8% 32%Capital planning and asset management 32% Improvements in the perfect order ▲ 3-6% 30%Source: Supply Chain Insights, 2012What benefits have you received from your work with S&OP processes? Supply Chain Insights LLC Copyright © 2012, p. 50
  • 51. S&OP Process Plan Execution Supply Chain Insights LLC Copyright © 2012, p. 51
  • 52. Bricks Matter• Chapter 1: Meet the Pioneers• Chapter 2: Creating Value Networks• Chapter 3: The World of Demand• Chapter 4: Redesigning Supply• Chapter 5: Building Horizontal Connectors• Chapter 6: Race for Supply Chain 2020 Supply Chain Insights LLC Copyright © 2012, p. 52
  • 53. Supply Chain 2020 Tipping Points 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Orchestration Internet of Things TalentShortage Big Data Learning Supply Chains Supply Chains Compliance on Safe & Secure Digital Manufacturing Supply Chain Excellence = Value-Based Outcomes Delivered by Value Networks Outside-In Supply Chain Insights LLC Copyright © 2012, p. 53
  • 54. Mobile & Social Presence Growing Supply Chain Insights LLC Copyright © 2012, p. 54
  • 55. Center of Excellence Supply Chain Insights LLC Copyright © 2012, p. 55
  • 56. Center of ExcellenceImportance vs. Performance Supply Chain Insights LLC Copyright © 2012, p. 56
  • 57. Supply Chain Talent Today vs. In Five Years Supply Chain Insights LLC Copyright © 2012, p. 57
  • 58. Getting Talent Supply Chain Insights LLC Copyright © 2012, p. 58
  • 59. Middle Management Challenge Supply Chain Insights LLC Copyright © 2012, p. 59
  • 60. Challenge by Position Supply Chain Insights LLC Copyright © 2012, p. 60
  • 61. Current State of Planning Supply Chain Insights LLC Copyright © 2012, p. 62
  • 62. Future State of Planning Supply Chain Insights LLC Copyright © 2012, p. 63
  • 63. Scenario Planning Supply Chain Insights LLC Copyright © 2012, p. 64
  • 64. IT Trends Excited About (Top 3) Supply Chain Insights LLC Copyright © 2012, p. 65
  • 65. DefinitionStructured • Transactional Challenges: Data • Time phased data • Social VolumeUnstructured • Channel Data • Customer Service • Warranty • Temperature Velocity Sensor • RFID Data • QR codes • GPS Variability New • Mapping and GPS • Video Data • Voice Types • Digital Images 66 Supply Chain Insights LLC Copyright © 2012, p. 66
  • 66. Connecting the Extended Supply Chain 67 Supply Chain Insights LLC Copyright © 2012, p. 67
  • 67. Connecting the Extended Supply Chain Supply Chain Insights LLC Copyright © 2012, p. 68
  • 68. Historically, We Have…• Tried to get precise on inaccurate data.• Been sales-driven or marketing-driven not market- driven• Believed that the most efficient supply chain is the most effective supply chain.• Built efficient chains, but not effective networks.• Focused inside-out, not outside-in.• Rewarded the urgent, not the important. 69 Supply Chain Insights LLC Copyright © 2012, p. 69
  • 69. Where is Your Opportunity? Supply Chain Insights LLC Copyright © 2012, p. 70
  • 70. Upcoming Book Tour DatesJanuary 13-15, 2013 February 12, 2013NRF 102nd Convention & Expo Plan4DemandBig Idea Session Pittsburgh, PANew York City, NY April 7-9, 2013January 22, 2013 InformsPROMAT San Antonio, TXSupplyChainBrain BoothChicago, IL June 18-20, 2013 3PL Summit &January 30, 2013 CSCO ForumSam M. Walton College of Business Chicago, ILUniversity of ArkansasBentonville Area, ARFebruary 6, 2013APICSChapter meetingDanbury, CT Supply Chain Insights LLC Copyright © 2012, p. 71
  • 71. Continue the Discussion• Continue the Discussion – Twitter #BricksMatter • @lcecere • @Plan4Demand – LinkedIn • Bricks Matter Book Group • Plan4Demand’s Leadership Exchange• Keep an eye out for the 12 Winners! – One announced each day at Noon E.T. Supply Chain Insights LLC Copyright © 2012, p. 72
  • 72. EDUCATESCI Research Supply Chain Index Ask a Supply Chain Wizard Supply Chain Wiki Blogs Videos, Webinars, and Share Your Own Podcasts Supply Chain Insights LLC Copyright © 2012, p. 74
  • 73. ENRICHConsulting Technology NEW Supply Chain Insights LLC Copyright © 2012, p. 75
  • 74. EVOLVE Job Postings EventsSalary Information Help Board NEW Supply Chain Insights LLC Copyright © 2012, p. 76
  • 75. Who is Supply Chain Insights?Supply Chain Insights is focused on deliveringactionable advice for supply chain leaders.A company dedicated to research, turn to uswhen you want the latest insights on supplychain trends, technologies to know and metricsthat matter. Supply Chain Insights LLC Copyright © 2012, p. 77
  • 76. Where Do You Find Lora? Contact Information: lora.cecere@supplychaininsights.com Blog: www.supplychainshaman.com (4000 pageviews/month) Twitter: lcecere 3350 followers. Rated as the top rated supply chain social network user. LinkedIn: linkedin.com/pub/lora- cecere/0/196/573 (2300 in the network) Supply Chain Insights LLC Copyright © 2012, p. 78