Mercer Capital's Laboratory Services Industry newsletter provides perspective on valuation issues. Each newsletter also includes a macroeconomic trends, industry trends, and guideline public company metrics.
Mercer Capital's Value Focus: Laboratory Services | Mid-Year 2018Mercer Capital
Mercer Capital's Laboratory Services Industry newsletter provides perspective on valuation issues. Each newsletter also includes macroeconomic trends, industry trends, and guideline public company metrics.
Mercer Capital's Value Focus: Laboratory Services | Mid-Year 2015Mercer Capital
Mercer Capital's Laboratory Services Industry newsletter provides perspective on valuation issues. Each newsletter also includes a macroeconomic trends, industry trends, and guideline public company metrics.
Mercer Capital's Value Focus: Laboratory Services | Mid-Year 2014Mercer Capital
Mercer Capital's Laboratory Services Industry newsletter provides perspective on valuation issues. Each newsletter also typically includes a macroeconomic trends, industry trends, and guideline public company metrics.
U.S. Life Sciences industry trends and clustersJLL
Despite higher rents and labor costs, Life Sciences firms continue to flock to premier markets.
The need for specialized talent—often at the PhD level—has historically driven Life Sciences organizations to markets with reputable colleges and universities, like Boston, Raleigh-Durham and San Francisco.
Flip through for more on top Life Sciences markets in the United States and abroad, and trends impacting the industry.
For additional information, visit: us.jll.com/life-sciences-trends.
Supply Chain Metrics That Matter: A Focus on Food & Beverage Companies 2017Lora Cecere
The document discusses trends in the food and beverage manufacturing industry from 2010-2016. It finds that while growth slowed during this period, metrics like inventory turns and operating margins remained stable. Companies responded by focusing on cost reductions but struggled with changing consumer demands and a shift in power to retailers.
Research paper on risks and challenges for business development of biotech se...renuka bakshi
This document summarizes a research paper on the risks and challenges facing the biotech sector in India. It finds that factors like industrial relations, changing technology, markets, government regulations, intellectual property rights, and human resource capabilities present significant challenges. The biotech industry in India employs around 20,000 people and contributes about 2% to the global biotech sector. However, it faces difficulties retaining skilled employees, upgrading capabilities, and increasing funding. While the industry has grown double-digits annually, it has been unable to launch new products fast enough. The government is taking steps to support biotech firms but more efforts are needed to help the sector overcome its challenges and transform India's economy.
This document discusses factors that influence where biotech firms choose to locate. It hypothesizes that biotech firms cluster in regions that provide access to human capital, intellectual property, venture capital funding, and specialized lab space at universities. The author develops a population regression model to test whether the number of biotech firms in a region increases with the number of patents, biotech employees, venture capital firms, and medical schools in that region, and decreases with higher labor costs. Summary data is provided on variables like the average number of biotech firms, patents, employees, and medical schools across different regions.
Medical devices equipped for the futureBrand Acumen
The document discusses disruptive changes underway in the medical devices industry that will transform it over the next 5 years. It identifies 5 major disruptors: 1) a power shift to payers and providers who are focusing more on cost and value-based evidence, 2) heightened regulatory scrutiny that is increasing compliance costs, 3) unclear sources of innovation as R&D spending yields diminishing returns, 4) new healthcare delivery models that are shifting care settings out of hospitals, and 5) a need to serve lower socioeconomic classes in developing markets. The disruptors threaten $34 billion in industry profits by 2020 but taking appropriate measures could help maintain revenue growth and offset margin declines, preserving significant value for medical device companies.
Mercer Capital's Value Focus: Laboratory Services | Mid-Year 2018Mercer Capital
Mercer Capital's Laboratory Services Industry newsletter provides perspective on valuation issues. Each newsletter also includes macroeconomic trends, industry trends, and guideline public company metrics.
Mercer Capital's Value Focus: Laboratory Services | Mid-Year 2015Mercer Capital
Mercer Capital's Laboratory Services Industry newsletter provides perspective on valuation issues. Each newsletter also includes a macroeconomic trends, industry trends, and guideline public company metrics.
Mercer Capital's Value Focus: Laboratory Services | Mid-Year 2014Mercer Capital
Mercer Capital's Laboratory Services Industry newsletter provides perspective on valuation issues. Each newsletter also typically includes a macroeconomic trends, industry trends, and guideline public company metrics.
U.S. Life Sciences industry trends and clustersJLL
Despite higher rents and labor costs, Life Sciences firms continue to flock to premier markets.
The need for specialized talent—often at the PhD level—has historically driven Life Sciences organizations to markets with reputable colleges and universities, like Boston, Raleigh-Durham and San Francisco.
Flip through for more on top Life Sciences markets in the United States and abroad, and trends impacting the industry.
For additional information, visit: us.jll.com/life-sciences-trends.
Supply Chain Metrics That Matter: A Focus on Food & Beverage Companies 2017Lora Cecere
The document discusses trends in the food and beverage manufacturing industry from 2010-2016. It finds that while growth slowed during this period, metrics like inventory turns and operating margins remained stable. Companies responded by focusing on cost reductions but struggled with changing consumer demands and a shift in power to retailers.
Research paper on risks and challenges for business development of biotech se...renuka bakshi
This document summarizes a research paper on the risks and challenges facing the biotech sector in India. It finds that factors like industrial relations, changing technology, markets, government regulations, intellectual property rights, and human resource capabilities present significant challenges. The biotech industry in India employs around 20,000 people and contributes about 2% to the global biotech sector. However, it faces difficulties retaining skilled employees, upgrading capabilities, and increasing funding. While the industry has grown double-digits annually, it has been unable to launch new products fast enough. The government is taking steps to support biotech firms but more efforts are needed to help the sector overcome its challenges and transform India's economy.
This document discusses factors that influence where biotech firms choose to locate. It hypothesizes that biotech firms cluster in regions that provide access to human capital, intellectual property, venture capital funding, and specialized lab space at universities. The author develops a population regression model to test whether the number of biotech firms in a region increases with the number of patents, biotech employees, venture capital firms, and medical schools in that region, and decreases with higher labor costs. Summary data is provided on variables like the average number of biotech firms, patents, employees, and medical schools across different regions.
Medical devices equipped for the futureBrand Acumen
The document discusses disruptive changes underway in the medical devices industry that will transform it over the next 5 years. It identifies 5 major disruptors: 1) a power shift to payers and providers who are focusing more on cost and value-based evidence, 2) heightened regulatory scrutiny that is increasing compliance costs, 3) unclear sources of innovation as R&D spending yields diminishing returns, 4) new healthcare delivery models that are shifting care settings out of hospitals, and 5) a need to serve lower socioeconomic classes in developing markets. The disruptors threaten $34 billion in industry profits by 2020 but taking appropriate measures could help maintain revenue growth and offset margin declines, preserving significant value for medical device companies.
Supply Chain Metrics That Matter: A Focus on Apparel - 9 May 2013Lora Cecere
Different industries are making progress on supply chain excellence at different rates. In the writing of the Supply Chain Metrics That Matter series of reports, we see that the consumer electronics industry is one of the only sectors making consistent and sustainable progress in balancing growth, profitability, cycles and complexity. We also see that many other industries—chemical, consumer products, pharmaceutical and medical device—are stuck on a horizontal plateau. They are treading water with no company able to move forward. In contrast, we see that the apparel industry is trending backwards.
When we analyze progress in the apparel industry over the last decade, we see a degradation of results on the Supply Chain Effective Frontier: days of inventory are flat or increasing and three of the six companies show flat or decreasing performance on operating margin. This is the sharpest reversal in progress on supply chain excellence that we have seen in the Supply Chain Metrics That Matter series (for a complete series listing see the Appendix).
Figure 1 illustrates the intersection of inventory turns and revenue per employee over the preceding decade. Ideally, companies would be moving consistently from the lower left to the upper right as they increased both inventory turns and revenue per employee performance. Instead, we see inconsistency, a lack of resiliency and stagnancy across the industry.
Supply Chain Metrics That Matter: A Focus on Consumer ElectronicsLora Cecere
Executive Overview
Supply chain management is thirty years old. The year 2012 marked the end of the third decade of the evolution of supply chain practices. In the journey for supply chain excellence, each industry has progressed at their own rate based on their own set of opportunities and limitations including market drivers, industry factors and product cycles. No industry has had greater obstacles to overcome than consumer electronics, and no industry has made more progress.
Consumer electronics has led the pack in managing complexity, improving growth and margin performance, reducing inventory, and accelerating productivity in the face of complexity (revenue per employee). Was it an accident? No, we don’t think so. Instead, we see it as an advanced case study of supply chain excellence in action.
Ask any executive of the consumer electronics industry if supply chain matters and you will get a resounding “YES!” While other industries are more likely to define supply chain efforts as a departmental effort focused within silos—procurement, transportation/distribution or manufacturing—the consumer electronics sector is more likely to model the supply chain as a value network focused on end-to-end improvement. They are also more likely to value the planning function and excel at it, as well as understand how to integrate new product launch efforts with value chain design.
For most companies, the consumer electronics industry offers a lot of lessons and insights for supply chain leaders. It is for this reason that we share this report.
Setting the Stage
Over the course of the last decade, the consumer electronics industry has outperformed most other industries in four significant areas: growth, profitability, cycle management, and complexity. Balancing these four categories of metrics is what we term the Supply Chain Effective Frontier, further profiled in our recent report: Conquering the Supply Chain Effective Frontier.
Supply Chain Metrics That Matter: A Focus on Household, and Beauty, Products...Lora Cecere
Executive Overview
Household and Beauty Products brands dominate our daily lives. For the Household Products industry, this includes items like diapers, laundry detergent, paper towels, while Personal Products brands include Beauty (cosmetic) items, vitamins, shampoo, toothpaste and over-the-counter drugs. These two segments have similar manufacturing processes, but very different supply chain metrics considerations. As will be seen in this report, the flows of cash and inventory are significantly slower in the Beauty Products companies than Household Products.
Progress is tough. Companies in both industries are stuck. Traditional supply chain thinking is not equal to the challenge of driving a step change in performance. Companies struggle to drive improvement in the face of growing complexity. Digital disruption offers promise to move these industries to the next level of supply chain excellence, but few are ready to drive the step change in thinking. Most operate in functional silos. The building of outside-in processes to sense and adapt is new. Organizations are busy on traditional software deployments, and the adoption of new technologies like cognitive computing and the Internet of Things (IOT) lacks sponsorship.
Figure 1. Commodity Volatility
There are three primary shifts:
1) Rising Commodity Costs. In the 1990s, supply chain leaders experienced the shift from regional to global supply chains. In the last decade, the key to driving a competitive advantage was aligning and synchronizing the supply chain to manage material spend, and the network response in the face of ever-changing demand. Few do this well. Most companies are stuck in functional metrics and inside-out processes. They are unable to manage the rising commodity costs and volatility shown in Figure 1. To combat volatile commodity prices, supply chain flows need to be built market-to-market (from consumer to supplier). This capability is beyond the traditional ERP-centric view of an integrated supply chain. The flows are outside-in, while traditional processes are inside-out.
2) Shift in Consumer Expectations. In parallel, the rules of engagement with the consumer are changing. Consumers want brands they can trust. This includes eco-friendly products, safe for their family, with minimal environmental impact. The evolution of brands like “Honest” is changing the landscape of competition. The new shopper wants to scan the shelf and see the source of origin. This level of visibility is not possible in today’s supply chains.
3) Rise in Complexity. The variance of products offered in this industry has been a real problem for companies. This complexity adds cost, increases demand volatility, and creates uncertainty. The average Household Products company added 38% more items to the item master over the past five years .
As a result, it was difficult to maintain performance in either industry segment.
Launch of the Supply Chain Index - 11 JUNE 2013Lora Cecere
This document introduces a new Supply Chain Index that aims to determine which supply chain metrics correlate most strongly with financial market valuations, as measured by market capitalization, across different industries. It describes 18 months of research analyzing correlations between supply chain financial ratios and market cap data for various industries. Key findings include that the metrics that matter most vary significantly by industry, and that some industries like household/personal products have clear supply chain leaders while others do not. The report aims to help supply chain leaders understand which metrics have the greatest impact on improving shareholder value for their specific industry.
Supply Chain Index: Evaluating the Consumer Value Network -24 JUN 2014Lora Cecere
Executive Overview
Supply chain management is a balancing act. It requires alignment. This is easier said than done. The terms lack definition. What is balance? How can companies judge alignment? What defines improvement? In this series of reports, we want to help.
Day by day leaders are forced to make decisions on priorities and trade-offs like growth, profitability, cycle, and complexity. The supply chain leader is charged with improving the potential of an organization at the intersection of operating margins, inventory turns and case-fill rate1. But are the choices that are made conscious or unconscious? This is a strong factor in determining supply chain excellence. It is our hope that through this series of reports the choices can be made consciously, based on an improved knowledge of what is possible.
In our research, we find that laggards are held hostage and struggle to balance disparate demands with the threat of throwing the supply chain out of alignment. Success requires a nuanced approach using a portfolio of carefully selected metrics to ensure success.
While supply chain excellence does not make a company, it is hard for a company to succeed without it. While the discrete industries are more focused on cycles, the consumer value network is more focused on the optimization of flows.
Progress on the Supply Chain Index
The Supply Chain Index is a new methodology to measure corporate performance on the Supply Chain Effective Frontier. It was defined by the Supply Chain Insights team based on 30 months of research.
We find that supply chain practitioners struggle to manage conflicting priorities. To visualize this, we built the Effective Frontier Model. As shown in Figure 2, the Effective Frontier visualizes the competing priorities of every supply chain leader. Growth and profitability should be maximized, cycle time should be reduced, and complexity should be managed. However, an overweighed focus on any one of the four categories can wreak havoc on the operations of a supply chain. A focus on a singular metric can throw the supply chain out of balance.
The Supply Chain Index is designed to measure progress on balance, and metrics alignment. To build the Index, we chose the metrics of year-over-year growth, return on invested capital (ROIC), operating margin and inventory turns.
Supply Chain Metrics That Matter - A Focus on Pharmaceutical Companies - 27 A...Lora Cecere
Executive Overview
When we compiled the Supply Chains to Admire Report in August 2014, no pharmaceutical company made the list. To make the list, a company had to deliver performance (above average results for the period of 2009-2013 than their peer group on a portfolio of metrics including operating margin, inventory turns and Return on Invested Capital) and drive supply chain improvement (based on the Supply Chain Index) faster than their peer group. We believe both performance and improvement matter.
In the pharmaceutical industry, we find most companies to be stuck. They have either regressed in supply chain performance or they are at the same point as they were a decade ago. For many supply chain leaders that attend conferences, this may seem unfathomable. There is an industry belief that companies have implemented new technologies, and evolved processes, and driven improved balance sheet results.
As we will show in this report, as seen in Figure 4, this is not necessarily the case. On average, AstraZeneca has outperformed Bristol-Myers Squibb, and the industry as a whole, but they are not resilient. They have gone backwards in margin and not sustained inventory turn improvements. In contrast, Bristol-Meyers Squibb has not made progress in either performance or improvement and has remained at the same level of performance, without improvement, throughout the period.
Supply Chain Metrics That Matter: A Critical Look at Operating Margin -10 DEC...Lora Cecere
This document provides a summary and analysis of operating margin performance across several industries from 2000-2012. It finds that operating margin, a key measure of profitability, has become increasingly difficult for most companies to improve over the long-term. Only the consumer electronics and consumer packaged goods industries saw average operating margin increases. The document examines operating margin trends and balancing priorities like inventory turns for several industries, finding that less than 40% of the companies profiled improved their margin from 2000-2012. It provides recommendations for improving operating margin through benchmarking, process focus, strategic alignment, and planning.
M&A activity in 2014 was dynamic, with more in vitro diagnostics (IVD) transactions compared to the previous two years combined. For 2015 to date, Worldwide IVD transactions (including instrument/reagent manufacturers, genome informatics and reference labs) are on par with 2014 activity although there has been a sharp decline in acquisitions in China. Also, EY’s Medtech Firepower Index shows steady growth in “firepower” – which EY defines as a company’s ability to do M&A based on the strength of its balance sheet -- since 2011, indicating high borrowing capacity and the potential for future transaction execution. In particular, the diagnostics market has seen an emergence of creative deal making between nontraditional partners specifically within oncology, NIPT and MRSA.
The document identifies five sectors that are poised to offer new opportunities for growth for accounting firms:
1) The healthcare sector, especially with the implementation of the Affordable Care Act, which is expected to increase demand for accounting services from new and expanding healthcare providers and manufacturers.
2) The pharmaceutical industry, particularly the generic drug manufacturing industry, as several popular brand name drugs go off patent. This will increase demand for R&D accounting and auditing services.
3) The biotechnology industry, which is expected to see strong growth in R&D spending and benefit from new legislation, increasing their need for accounting and financial services.
4) The digital media and advertising industries, which are growing with increased smartphone and
Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - ReportLora Cecere
Executive Overview
Over the course of the last decade, retailers made more progress on costs and inventory turns than manufacturers. In the rush for technology adoption, we commonly find companies overstating what is possible because they are not clear on the historical trends, and often mistakenly coached to overcommit by industry consultants to justify technology investments.
In studying supply chain metrics, we find that each industry has a definitive pattern. Few are linear. To set reasonable goals, the definitions need to be very industry specific. That is the goal of this report.
In developing supply chain strategy, one of the first objectives is defining what is possible. This involves delineating the metrics, establishing reasonable targets, and rates of improvement. In the review of strategy documents for clients, we find that most companies are not clear on any of these critical sets of assumptions. This report is designed to help. We start with the definition of metrics and then share industry progress for the period of 2006-2016. This report ends with recommendations and conclusions.
• Report Details: This report is based on the analysis of orbit chart charts showing year-over-year supply chain performance at the intersection of operating margin and inventory turns for twenty industries for the period of 2006-2016. The goal is to help supply chain leaders to understand what is possible.
• Objective: As supply chain leaders attempt to define supply chain excellence, they need guidance on industry supply chain performance and overall trends for benchmarking. The goal is to help supply chain leaders make better decisions.
• Hypothesis: Each industry is unique and a good supply chain has different characteristics based upon the specific industry it is in, the product it creates and the customers it serves. Our aim is to help supply chain leaders understand relative industry performance. As shown in this report, each individual industry is charting a unique path on supply chain performance.
The document discusses challenges facing healthcare systems and the need for transformation. It outlines four potential scenarios for 2015 based on how systems address drivers of change and inhibitors. The "lose-lose" scenario involves growing access/quality issues, blunt cost cuts, and loss of public support for universal healthcare. To achieve a "win-win" scenario, systems must focus on value, develop better consumers, and create better care options.
Supply Chains to Admire - An Analysis of Supply Chain Excellence for 2006-2013Lora Cecere
Executive Overview
Supply chain excellence matters. It can make or break corporate performance. To drive improvements, companies need a clear definition of supply chain competency. It is easier to state than to define, and the market is full of beliefs that are not grounded by hard, cold facts.
Now 30-years old, the practice of supply chain management is still evolving. While companies speak of ‘best practices’, and boast about improvements in operating margin, inventory levels and asset management in conference after conference, we do not see it in our analysis of balance sheet information for any industry. The reason? The supply chain is not well-understood by executive teams, and many companies have pursued a project-based approach (implementing multiple projects with ROI above a threshold) or a focus on vertical excellence (where functional charters create very strong functional excellence); however, this is misguided. We do not find that these two approaches make a difference. Instead, we find that it is supply chain leadership driving resilient, predictable, and forward-looking processes that drives sustained balance sheet improvement. We find that for top performers that it happens in a slow and steady pattern versus the big-bang approach.
Supply chain leaders want to drive excellence. By their nature, these leaders are competitive. They want to drive performance improvements, increase corporate value and outpace competitors. It is not easy. The rate of business change is intense and the personal stakes are high. Day after day, leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology, there now is a way to gauge improvement.
Collecting the data and doing the analysis in this report is the result of a 24-month effort. We were fearful at the end of the process that it would be difficult to pick the top performers, but we should not have worried. When we applied the methodology, the top companies hopped off the page. They were easy to spot. Listed by industry, the Companies to Admire are listed in Table 4. Within a peer group, we place them within alpha order. Due to the complexity of the analysis it is hard to rate them more granularly.
No companies made the list from the contract manufacturing, medical device, paper, pharmaceutical or retail peer groups. Likewise, there were more companies that made the list in the industrial than the consumer value networks.
The Supply Chain Index - Improving Strength, Balance and Resiliency - 13 MAY ...Lora Cecere
Supply Chain Metrics That Matter is a series of monthly reports published by Supply Chain Insights LLC. These reports are a deep focus on a specific industry. This was preparatory work to understand the patterns of supply chain ratios for supply chain leaders.
As shown in Figure 1, the Supply Chain Insights team analyzed 15 different industries with deep dives on their progress on the cash-to-cash cycle.
Figure 1. Supply Chain Metrics That Matter Reports Published in 2012-2014
Here we take a next step, and launch the Supply Chain Index. The Supply Chain Index is a mathematical formula that a supply chain leader can use to measure their relative performance to an industry peer group. It was built in cooperation with the Operations Research team at Arizona State University (ASU).
This methodology was designed to measure the balance, strength and resiliency of a company’s supply chain from an objective financial perspective. It is a measurement of supply chain improvement during the period of 2006-2012. In April 2014, we published an in-depth look at the resiliency metric: Supply Chain Metrics That Matter: Improving Supply Chain Resiliency. In this report, adding strength and balance, we examine the calculation of these three values in tandem.
The supply chain is a complex system with increasing complexity. Here we analyze how companies made trade-offs over a period of several years in balancing growth, profitability, cycles, and complexity. Many of the trade-offs were unconscious. As complexity rose, it became more difficult for companies to manage the intersection of growth and inventory turns. For leaders, as you will see in this report, the trade-offs were conscious.
Within the world of Supply Chain Management (SCM), each industry is unique. We believe that it is dangerous to list all industries in a spreadsheet and declare a supply chain leader. Instead, we believe that change needs to be measured over a number of years with a focus on an industry peer group. Here we define, and demonstrate, how the Supply Chain Index can be used to measure supply chain performance. To help the reader, we share insights on three industries—chemical, consumer packaged goods and pharmaceutical—using the methodology.
Supply Chain Metrics That Matter: A Focus on Aerospace & Defense Companies 2017Lora Cecere
Executive Overview
A concentrated industry with few players, Aerospace & Defense (A&D) is unique. While demand in the Aerospace industry is relatively stable, the Defense Industry is volatile. Driven by technology innovation, success lies in the integration of R&D processes into the end-to-end supply chain. The A&D supply chain is largely a story of supply chain excellence in procurement and sourcing strategies. With a dependency on scarce materials, and sole-sourcing strategies, the industry fights to survive.
Government spending drives the defense supply chain. Companies in this industry compete for government contracts that range from hundreds of millions to billions of dollars. The magnitude of these contracts defines winners and losers for the industry. Demand is lumpy and volatile. Companies such as Lockheed Martin and Boeing have had a long-lasting relationship with the government re defense spending, but they live contract by contract. In contrast, the commercial aircraft side is much different. It is driven by long-term economic trends
Government ups the ante for the latest and best technology for global defense. As the technology in jets, weapons, and missile-defense systems continues to advance, the supply chain becomes more complex with increasing pressures on driving innovation. To better understand the industry in relation to supply chain management, let’s start by looking at it within the larger context of the A&D value network. Growth is increasing, margins are decreasing, and longer cash-to-cash cycles are increasing working capital. In Table 1, we share the trends and metrics progress on the Supply Chain Metrics That Matter. These charts are set up to take a hard look at value chains. To understand the table, let’s take a look at the data. For the period of 2010-2016 the average growth of the industry was 4%. However, if the year-over-year growth rate of 2016 is compared to 2010, the growth rate is down 19% in a year-by -year comparison. The red arrows represent a negative trend while the green arrow represents a positive trend. Notice within this value chain that most of the arrows are red. While the industry is more dependent on software and computer hardware, there has been little collaboration to drive value between trading partners. Also note that this industry has the longest Cash-to-Cash cycles of any that we have studied, and the impact of lengthening payables in government spending resulted in a 12% increase in Cash-to-Cash with an average days of Cash-to-Cash of 152.
Table 1. Industry Overview of Trends for the Period of 2010-2016
In this report, we take a detailed look at elements of the metrics portfolio, and then wrap up with excerpts from annual reports to enable the reader to understand the “voice” of the industry.
Supply Chain Metrics That Matter: A Focus on Chemical, and Oil & Gas Companie...Lora Cecere
Executive Overview
Chemical supply chains serve global markets and multiple industries at varying levels of maturity. Over the last decade, no company stands out as a leader. The industry is stuck unable to make significant improvement on margin, inventory and asset utilization. The facts run counter to traditional beliefs. In most companies, there is a pervasive belief that Chemical and Oil and Gas companies implemented new technologies, and evolved processes to drive improved balance sheet results. As will be shown in this report, this is not true.
Why did this happen? The focus of the chemical companies remains functional and inside-out. The industry is slow to build adaptive networks and even slower to adopt demand-driven processes. This is in sharp contrast to an industry like consumer electronics where the thrusts and changes were swift and direct. To survive, these companies adopted new processes and technologies at a quicker rate than those in the Chemical, and Oil and Gas industries.
BASF wins the Supply Chains to Admire award while Statoil becomes a finalist. To help the industry to understand the current state and benchmark current processes, here we share insights.
The Race for Growth
The chemical industry experienced a post-recessionary boom with growth rates of 11% in the period of 2010-2012. In the recent three years, the growth rate has slowed to -1%. These recent growth rates were greatly affected by the boon and slowing of the Chinese markets and by the ups and down in crude. Over the period, AgroSciences and Specialty chemicals experienced the highest growth rates of the sector.
With the dramatic impact of the economy of growth and industry sector performance, one would think that the supply chain leaders of this sector would be aggressively pursuing market-driven supply chain practices to forecast based on market indicators and translate channel demand to supply. This is not the case. These processes remain very supply-centered with no chemical company driving market-driven programs.
From Research to Revenue IV: Capturing Business Opportunities in AsiaGHBN
A full collection of the presentations made Wednesday, December 3, 2008 at Mississauga Living Arts Centre for From Research to Revenue IV: Capturing Business Opportunities in Asia.
Supply Chain Metrics That Matter: Driving Reliability in Margins - 6 JAN 2013Lora Cecere
Supply chain management practices are thirty years old. Over the last decade, companies have invested in technology projects to improve financial outcomes (Technology investments over this period have averaged 1.7% of revenue). The ultimate goal was to reduce costs and improve inventory management. While many supply chain leaders believe that they delivered on these metrics, we find a less persuasive story. Through analysis of publically available balance sheet and income statement data, we find that 75% of companies in process industries lost ground on margins and only 5% of companies improved their positions on the number of days of inventory. The goal of this report is to answer the question “Why?” (For more on inventory and the Cash-to-Cash Cycle, see Supply Chain Metrics That Matter: The Cash-to-Cash Cycle.)
To begin our analysis, we wanted to understand the general trends. In table 1, we share the differences in average values for the companies profiled in this report by industry for the period of 2000-2011. In general, we see a decline in operating margins (OM). There is an increase in selling, general & administrative Costs (SG&A) and revenue per employee performance. The industries have mixed results on return on assets (ROA).
At one time, the physical store defined the retailer. It was the brand. Today, this has changed. Now the store is a part of a cross-channel experience. It is a combination of goods and services. The impact of the change is different by retail sector, but it is pervasive.
While changes in other industries have happened incrementally through continuous improvement and process innovation, retail has been transformed by new business models. The pace is faster and the customer demands higher.
Redefining the role of the store is critical. It requires partnerships of both retailers and manufacturers. It is for this reason that we wrote this report.
Recruiting Retaining a Competitive WorkforceMark AJ Smith
This document discusses recruiting and retaining a competitive workforce in the pharmaceutical, biotechnology, and medical devices industries in Europe. It finds that 4 out of 5 organizations plan to bolster their workforces in the next year to meet commercial objectives like increasing market share. Key growth areas for recruiting include quality assurance, regulatory affairs, sales and marketing, and research and development. However, the available talent pool has decreased for some organizations despite high employee confidence and willingness to change jobs in previous years. Both permanent and contract hiring are common strategies to build flexible workforces.
The document provides a profile summary of an individual with over 11 years of experience in retail banking and branch operations management. Some key points include:
- Currently working as the Branch Operations Manager at RBL Bank Ltd in Pune, managing all branch banking activities and ensuring customer satisfaction.
- Previous experience includes roles at HDFC Bank, Deutsche Bank, and Axis Bank, handling branch operations, customer relationships, and achieving sales targets.
- Educational qualifications include an MBA in Finance and Marketing and a B.E. in Mechanical Engineering.
Supply Chain Metrics That Matter: A Focus on Apparel - 9 May 2013Lora Cecere
Different industries are making progress on supply chain excellence at different rates. In the writing of the Supply Chain Metrics That Matter series of reports, we see that the consumer electronics industry is one of the only sectors making consistent and sustainable progress in balancing growth, profitability, cycles and complexity. We also see that many other industries—chemical, consumer products, pharmaceutical and medical device—are stuck on a horizontal plateau. They are treading water with no company able to move forward. In contrast, we see that the apparel industry is trending backwards.
When we analyze progress in the apparel industry over the last decade, we see a degradation of results on the Supply Chain Effective Frontier: days of inventory are flat or increasing and three of the six companies show flat or decreasing performance on operating margin. This is the sharpest reversal in progress on supply chain excellence that we have seen in the Supply Chain Metrics That Matter series (for a complete series listing see the Appendix).
Figure 1 illustrates the intersection of inventory turns and revenue per employee over the preceding decade. Ideally, companies would be moving consistently from the lower left to the upper right as they increased both inventory turns and revenue per employee performance. Instead, we see inconsistency, a lack of resiliency and stagnancy across the industry.
Supply Chain Metrics That Matter: A Focus on Consumer ElectronicsLora Cecere
Executive Overview
Supply chain management is thirty years old. The year 2012 marked the end of the third decade of the evolution of supply chain practices. In the journey for supply chain excellence, each industry has progressed at their own rate based on their own set of opportunities and limitations including market drivers, industry factors and product cycles. No industry has had greater obstacles to overcome than consumer electronics, and no industry has made more progress.
Consumer electronics has led the pack in managing complexity, improving growth and margin performance, reducing inventory, and accelerating productivity in the face of complexity (revenue per employee). Was it an accident? No, we don’t think so. Instead, we see it as an advanced case study of supply chain excellence in action.
Ask any executive of the consumer electronics industry if supply chain matters and you will get a resounding “YES!” While other industries are more likely to define supply chain efforts as a departmental effort focused within silos—procurement, transportation/distribution or manufacturing—the consumer electronics sector is more likely to model the supply chain as a value network focused on end-to-end improvement. They are also more likely to value the planning function and excel at it, as well as understand how to integrate new product launch efforts with value chain design.
For most companies, the consumer electronics industry offers a lot of lessons and insights for supply chain leaders. It is for this reason that we share this report.
Setting the Stage
Over the course of the last decade, the consumer electronics industry has outperformed most other industries in four significant areas: growth, profitability, cycle management, and complexity. Balancing these four categories of metrics is what we term the Supply Chain Effective Frontier, further profiled in our recent report: Conquering the Supply Chain Effective Frontier.
Supply Chain Metrics That Matter: A Focus on Household, and Beauty, Products...Lora Cecere
Executive Overview
Household and Beauty Products brands dominate our daily lives. For the Household Products industry, this includes items like diapers, laundry detergent, paper towels, while Personal Products brands include Beauty (cosmetic) items, vitamins, shampoo, toothpaste and over-the-counter drugs. These two segments have similar manufacturing processes, but very different supply chain metrics considerations. As will be seen in this report, the flows of cash and inventory are significantly slower in the Beauty Products companies than Household Products.
Progress is tough. Companies in both industries are stuck. Traditional supply chain thinking is not equal to the challenge of driving a step change in performance. Companies struggle to drive improvement in the face of growing complexity. Digital disruption offers promise to move these industries to the next level of supply chain excellence, but few are ready to drive the step change in thinking. Most operate in functional silos. The building of outside-in processes to sense and adapt is new. Organizations are busy on traditional software deployments, and the adoption of new technologies like cognitive computing and the Internet of Things (IOT) lacks sponsorship.
Figure 1. Commodity Volatility
There are three primary shifts:
1) Rising Commodity Costs. In the 1990s, supply chain leaders experienced the shift from regional to global supply chains. In the last decade, the key to driving a competitive advantage was aligning and synchronizing the supply chain to manage material spend, and the network response in the face of ever-changing demand. Few do this well. Most companies are stuck in functional metrics and inside-out processes. They are unable to manage the rising commodity costs and volatility shown in Figure 1. To combat volatile commodity prices, supply chain flows need to be built market-to-market (from consumer to supplier). This capability is beyond the traditional ERP-centric view of an integrated supply chain. The flows are outside-in, while traditional processes are inside-out.
2) Shift in Consumer Expectations. In parallel, the rules of engagement with the consumer are changing. Consumers want brands they can trust. This includes eco-friendly products, safe for their family, with minimal environmental impact. The evolution of brands like “Honest” is changing the landscape of competition. The new shopper wants to scan the shelf and see the source of origin. This level of visibility is not possible in today’s supply chains.
3) Rise in Complexity. The variance of products offered in this industry has been a real problem for companies. This complexity adds cost, increases demand volatility, and creates uncertainty. The average Household Products company added 38% more items to the item master over the past five years .
As a result, it was difficult to maintain performance in either industry segment.
Launch of the Supply Chain Index - 11 JUNE 2013Lora Cecere
This document introduces a new Supply Chain Index that aims to determine which supply chain metrics correlate most strongly with financial market valuations, as measured by market capitalization, across different industries. It describes 18 months of research analyzing correlations between supply chain financial ratios and market cap data for various industries. Key findings include that the metrics that matter most vary significantly by industry, and that some industries like household/personal products have clear supply chain leaders while others do not. The report aims to help supply chain leaders understand which metrics have the greatest impact on improving shareholder value for their specific industry.
Supply Chain Index: Evaluating the Consumer Value Network -24 JUN 2014Lora Cecere
Executive Overview
Supply chain management is a balancing act. It requires alignment. This is easier said than done. The terms lack definition. What is balance? How can companies judge alignment? What defines improvement? In this series of reports, we want to help.
Day by day leaders are forced to make decisions on priorities and trade-offs like growth, profitability, cycle, and complexity. The supply chain leader is charged with improving the potential of an organization at the intersection of operating margins, inventory turns and case-fill rate1. But are the choices that are made conscious or unconscious? This is a strong factor in determining supply chain excellence. It is our hope that through this series of reports the choices can be made consciously, based on an improved knowledge of what is possible.
In our research, we find that laggards are held hostage and struggle to balance disparate demands with the threat of throwing the supply chain out of alignment. Success requires a nuanced approach using a portfolio of carefully selected metrics to ensure success.
While supply chain excellence does not make a company, it is hard for a company to succeed without it. While the discrete industries are more focused on cycles, the consumer value network is more focused on the optimization of flows.
Progress on the Supply Chain Index
The Supply Chain Index is a new methodology to measure corporate performance on the Supply Chain Effective Frontier. It was defined by the Supply Chain Insights team based on 30 months of research.
We find that supply chain practitioners struggle to manage conflicting priorities. To visualize this, we built the Effective Frontier Model. As shown in Figure 2, the Effective Frontier visualizes the competing priorities of every supply chain leader. Growth and profitability should be maximized, cycle time should be reduced, and complexity should be managed. However, an overweighed focus on any one of the four categories can wreak havoc on the operations of a supply chain. A focus on a singular metric can throw the supply chain out of balance.
The Supply Chain Index is designed to measure progress on balance, and metrics alignment. To build the Index, we chose the metrics of year-over-year growth, return on invested capital (ROIC), operating margin and inventory turns.
Supply Chain Metrics That Matter - A Focus on Pharmaceutical Companies - 27 A...Lora Cecere
Executive Overview
When we compiled the Supply Chains to Admire Report in August 2014, no pharmaceutical company made the list. To make the list, a company had to deliver performance (above average results for the period of 2009-2013 than their peer group on a portfolio of metrics including operating margin, inventory turns and Return on Invested Capital) and drive supply chain improvement (based on the Supply Chain Index) faster than their peer group. We believe both performance and improvement matter.
In the pharmaceutical industry, we find most companies to be stuck. They have either regressed in supply chain performance or they are at the same point as they were a decade ago. For many supply chain leaders that attend conferences, this may seem unfathomable. There is an industry belief that companies have implemented new technologies, and evolved processes, and driven improved balance sheet results.
As we will show in this report, as seen in Figure 4, this is not necessarily the case. On average, AstraZeneca has outperformed Bristol-Myers Squibb, and the industry as a whole, but they are not resilient. They have gone backwards in margin and not sustained inventory turn improvements. In contrast, Bristol-Meyers Squibb has not made progress in either performance or improvement and has remained at the same level of performance, without improvement, throughout the period.
Supply Chain Metrics That Matter: A Critical Look at Operating Margin -10 DEC...Lora Cecere
This document provides a summary and analysis of operating margin performance across several industries from 2000-2012. It finds that operating margin, a key measure of profitability, has become increasingly difficult for most companies to improve over the long-term. Only the consumer electronics and consumer packaged goods industries saw average operating margin increases. The document examines operating margin trends and balancing priorities like inventory turns for several industries, finding that less than 40% of the companies profiled improved their margin from 2000-2012. It provides recommendations for improving operating margin through benchmarking, process focus, strategic alignment, and planning.
M&A activity in 2014 was dynamic, with more in vitro diagnostics (IVD) transactions compared to the previous two years combined. For 2015 to date, Worldwide IVD transactions (including instrument/reagent manufacturers, genome informatics and reference labs) are on par with 2014 activity although there has been a sharp decline in acquisitions in China. Also, EY’s Medtech Firepower Index shows steady growth in “firepower” – which EY defines as a company’s ability to do M&A based on the strength of its balance sheet -- since 2011, indicating high borrowing capacity and the potential for future transaction execution. In particular, the diagnostics market has seen an emergence of creative deal making between nontraditional partners specifically within oncology, NIPT and MRSA.
The document identifies five sectors that are poised to offer new opportunities for growth for accounting firms:
1) The healthcare sector, especially with the implementation of the Affordable Care Act, which is expected to increase demand for accounting services from new and expanding healthcare providers and manufacturers.
2) The pharmaceutical industry, particularly the generic drug manufacturing industry, as several popular brand name drugs go off patent. This will increase demand for R&D accounting and auditing services.
3) The biotechnology industry, which is expected to see strong growth in R&D spending and benefit from new legislation, increasing their need for accounting and financial services.
4) The digital media and advertising industries, which are growing with increased smartphone and
Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - ReportLora Cecere
Executive Overview
Over the course of the last decade, retailers made more progress on costs and inventory turns than manufacturers. In the rush for technology adoption, we commonly find companies overstating what is possible because they are not clear on the historical trends, and often mistakenly coached to overcommit by industry consultants to justify technology investments.
In studying supply chain metrics, we find that each industry has a definitive pattern. Few are linear. To set reasonable goals, the definitions need to be very industry specific. That is the goal of this report.
In developing supply chain strategy, one of the first objectives is defining what is possible. This involves delineating the metrics, establishing reasonable targets, and rates of improvement. In the review of strategy documents for clients, we find that most companies are not clear on any of these critical sets of assumptions. This report is designed to help. We start with the definition of metrics and then share industry progress for the period of 2006-2016. This report ends with recommendations and conclusions.
• Report Details: This report is based on the analysis of orbit chart charts showing year-over-year supply chain performance at the intersection of operating margin and inventory turns for twenty industries for the period of 2006-2016. The goal is to help supply chain leaders to understand what is possible.
• Objective: As supply chain leaders attempt to define supply chain excellence, they need guidance on industry supply chain performance and overall trends for benchmarking. The goal is to help supply chain leaders make better decisions.
• Hypothesis: Each industry is unique and a good supply chain has different characteristics based upon the specific industry it is in, the product it creates and the customers it serves. Our aim is to help supply chain leaders understand relative industry performance. As shown in this report, each individual industry is charting a unique path on supply chain performance.
The document discusses challenges facing healthcare systems and the need for transformation. It outlines four potential scenarios for 2015 based on how systems address drivers of change and inhibitors. The "lose-lose" scenario involves growing access/quality issues, blunt cost cuts, and loss of public support for universal healthcare. To achieve a "win-win" scenario, systems must focus on value, develop better consumers, and create better care options.
Supply Chains to Admire - An Analysis of Supply Chain Excellence for 2006-2013Lora Cecere
Executive Overview
Supply chain excellence matters. It can make or break corporate performance. To drive improvements, companies need a clear definition of supply chain competency. It is easier to state than to define, and the market is full of beliefs that are not grounded by hard, cold facts.
Now 30-years old, the practice of supply chain management is still evolving. While companies speak of ‘best practices’, and boast about improvements in operating margin, inventory levels and asset management in conference after conference, we do not see it in our analysis of balance sheet information for any industry. The reason? The supply chain is not well-understood by executive teams, and many companies have pursued a project-based approach (implementing multiple projects with ROI above a threshold) or a focus on vertical excellence (where functional charters create very strong functional excellence); however, this is misguided. We do not find that these two approaches make a difference. Instead, we find that it is supply chain leadership driving resilient, predictable, and forward-looking processes that drives sustained balance sheet improvement. We find that for top performers that it happens in a slow and steady pattern versus the big-bang approach.
Supply chain leaders want to drive excellence. By their nature, these leaders are competitive. They want to drive performance improvements, increase corporate value and outpace competitors. It is not easy. The rate of business change is intense and the personal stakes are high. Day after day, leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology, there now is a way to gauge improvement.
Collecting the data and doing the analysis in this report is the result of a 24-month effort. We were fearful at the end of the process that it would be difficult to pick the top performers, but we should not have worried. When we applied the methodology, the top companies hopped off the page. They were easy to spot. Listed by industry, the Companies to Admire are listed in Table 4. Within a peer group, we place them within alpha order. Due to the complexity of the analysis it is hard to rate them more granularly.
No companies made the list from the contract manufacturing, medical device, paper, pharmaceutical or retail peer groups. Likewise, there were more companies that made the list in the industrial than the consumer value networks.
The Supply Chain Index - Improving Strength, Balance and Resiliency - 13 MAY ...Lora Cecere
Supply Chain Metrics That Matter is a series of monthly reports published by Supply Chain Insights LLC. These reports are a deep focus on a specific industry. This was preparatory work to understand the patterns of supply chain ratios for supply chain leaders.
As shown in Figure 1, the Supply Chain Insights team analyzed 15 different industries with deep dives on their progress on the cash-to-cash cycle.
Figure 1. Supply Chain Metrics That Matter Reports Published in 2012-2014
Here we take a next step, and launch the Supply Chain Index. The Supply Chain Index is a mathematical formula that a supply chain leader can use to measure their relative performance to an industry peer group. It was built in cooperation with the Operations Research team at Arizona State University (ASU).
This methodology was designed to measure the balance, strength and resiliency of a company’s supply chain from an objective financial perspective. It is a measurement of supply chain improvement during the period of 2006-2012. In April 2014, we published an in-depth look at the resiliency metric: Supply Chain Metrics That Matter: Improving Supply Chain Resiliency. In this report, adding strength and balance, we examine the calculation of these three values in tandem.
The supply chain is a complex system with increasing complexity. Here we analyze how companies made trade-offs over a period of several years in balancing growth, profitability, cycles, and complexity. Many of the trade-offs were unconscious. As complexity rose, it became more difficult for companies to manage the intersection of growth and inventory turns. For leaders, as you will see in this report, the trade-offs were conscious.
Within the world of Supply Chain Management (SCM), each industry is unique. We believe that it is dangerous to list all industries in a spreadsheet and declare a supply chain leader. Instead, we believe that change needs to be measured over a number of years with a focus on an industry peer group. Here we define, and demonstrate, how the Supply Chain Index can be used to measure supply chain performance. To help the reader, we share insights on three industries—chemical, consumer packaged goods and pharmaceutical—using the methodology.
Supply Chain Metrics That Matter: A Focus on Aerospace & Defense Companies 2017Lora Cecere
Executive Overview
A concentrated industry with few players, Aerospace & Defense (A&D) is unique. While demand in the Aerospace industry is relatively stable, the Defense Industry is volatile. Driven by technology innovation, success lies in the integration of R&D processes into the end-to-end supply chain. The A&D supply chain is largely a story of supply chain excellence in procurement and sourcing strategies. With a dependency on scarce materials, and sole-sourcing strategies, the industry fights to survive.
Government spending drives the defense supply chain. Companies in this industry compete for government contracts that range from hundreds of millions to billions of dollars. The magnitude of these contracts defines winners and losers for the industry. Demand is lumpy and volatile. Companies such as Lockheed Martin and Boeing have had a long-lasting relationship with the government re defense spending, but they live contract by contract. In contrast, the commercial aircraft side is much different. It is driven by long-term economic trends
Government ups the ante for the latest and best technology for global defense. As the technology in jets, weapons, and missile-defense systems continues to advance, the supply chain becomes more complex with increasing pressures on driving innovation. To better understand the industry in relation to supply chain management, let’s start by looking at it within the larger context of the A&D value network. Growth is increasing, margins are decreasing, and longer cash-to-cash cycles are increasing working capital. In Table 1, we share the trends and metrics progress on the Supply Chain Metrics That Matter. These charts are set up to take a hard look at value chains. To understand the table, let’s take a look at the data. For the period of 2010-2016 the average growth of the industry was 4%. However, if the year-over-year growth rate of 2016 is compared to 2010, the growth rate is down 19% in a year-by -year comparison. The red arrows represent a negative trend while the green arrow represents a positive trend. Notice within this value chain that most of the arrows are red. While the industry is more dependent on software and computer hardware, there has been little collaboration to drive value between trading partners. Also note that this industry has the longest Cash-to-Cash cycles of any that we have studied, and the impact of lengthening payables in government spending resulted in a 12% increase in Cash-to-Cash with an average days of Cash-to-Cash of 152.
Table 1. Industry Overview of Trends for the Period of 2010-2016
In this report, we take a detailed look at elements of the metrics portfolio, and then wrap up with excerpts from annual reports to enable the reader to understand the “voice” of the industry.
Supply Chain Metrics That Matter: A Focus on Chemical, and Oil & Gas Companie...Lora Cecere
Executive Overview
Chemical supply chains serve global markets and multiple industries at varying levels of maturity. Over the last decade, no company stands out as a leader. The industry is stuck unable to make significant improvement on margin, inventory and asset utilization. The facts run counter to traditional beliefs. In most companies, there is a pervasive belief that Chemical and Oil and Gas companies implemented new technologies, and evolved processes to drive improved balance sheet results. As will be shown in this report, this is not true.
Why did this happen? The focus of the chemical companies remains functional and inside-out. The industry is slow to build adaptive networks and even slower to adopt demand-driven processes. This is in sharp contrast to an industry like consumer electronics where the thrusts and changes were swift and direct. To survive, these companies adopted new processes and technologies at a quicker rate than those in the Chemical, and Oil and Gas industries.
BASF wins the Supply Chains to Admire award while Statoil becomes a finalist. To help the industry to understand the current state and benchmark current processes, here we share insights.
The Race for Growth
The chemical industry experienced a post-recessionary boom with growth rates of 11% in the period of 2010-2012. In the recent three years, the growth rate has slowed to -1%. These recent growth rates were greatly affected by the boon and slowing of the Chinese markets and by the ups and down in crude. Over the period, AgroSciences and Specialty chemicals experienced the highest growth rates of the sector.
With the dramatic impact of the economy of growth and industry sector performance, one would think that the supply chain leaders of this sector would be aggressively pursuing market-driven supply chain practices to forecast based on market indicators and translate channel demand to supply. This is not the case. These processes remain very supply-centered with no chemical company driving market-driven programs.
From Research to Revenue IV: Capturing Business Opportunities in AsiaGHBN
A full collection of the presentations made Wednesday, December 3, 2008 at Mississauga Living Arts Centre for From Research to Revenue IV: Capturing Business Opportunities in Asia.
Supply Chain Metrics That Matter: Driving Reliability in Margins - 6 JAN 2013Lora Cecere
Supply chain management practices are thirty years old. Over the last decade, companies have invested in technology projects to improve financial outcomes (Technology investments over this period have averaged 1.7% of revenue). The ultimate goal was to reduce costs and improve inventory management. While many supply chain leaders believe that they delivered on these metrics, we find a less persuasive story. Through analysis of publically available balance sheet and income statement data, we find that 75% of companies in process industries lost ground on margins and only 5% of companies improved their positions on the number of days of inventory. The goal of this report is to answer the question “Why?” (For more on inventory and the Cash-to-Cash Cycle, see Supply Chain Metrics That Matter: The Cash-to-Cash Cycle.)
To begin our analysis, we wanted to understand the general trends. In table 1, we share the differences in average values for the companies profiled in this report by industry for the period of 2000-2011. In general, we see a decline in operating margins (OM). There is an increase in selling, general & administrative Costs (SG&A) and revenue per employee performance. The industries have mixed results on return on assets (ROA).
At one time, the physical store defined the retailer. It was the brand. Today, this has changed. Now the store is a part of a cross-channel experience. It is a combination of goods and services. The impact of the change is different by retail sector, but it is pervasive.
While changes in other industries have happened incrementally through continuous improvement and process innovation, retail has been transformed by new business models. The pace is faster and the customer demands higher.
Redefining the role of the store is critical. It requires partnerships of both retailers and manufacturers. It is for this reason that we wrote this report.
Recruiting Retaining a Competitive WorkforceMark AJ Smith
This document discusses recruiting and retaining a competitive workforce in the pharmaceutical, biotechnology, and medical devices industries in Europe. It finds that 4 out of 5 organizations plan to bolster their workforces in the next year to meet commercial objectives like increasing market share. Key growth areas for recruiting include quality assurance, regulatory affairs, sales and marketing, and research and development. However, the available talent pool has decreased for some organizations despite high employee confidence and willingness to change jobs in previous years. Both permanent and contract hiring are common strategies to build flexible workforces.
The document provides a profile summary of an individual with over 11 years of experience in retail banking and branch operations management. Some key points include:
- Currently working as the Branch Operations Manager at RBL Bank Ltd in Pune, managing all branch banking activities and ensuring customer satisfaction.
- Previous experience includes roles at HDFC Bank, Deutsche Bank, and Axis Bank, handling branch operations, customer relationships, and achieving sales targets.
- Educational qualifications include an MBA in Finance and Marketing and a B.E. in Mechanical Engineering.
A qualitative analysis of South African women's knowledge, attitudes and beli...Michele Battle-Fisher
Francis, S., Battle-Fisher, M.#, Liverpool, J., Hipple, L., Mosavel, M., Shogun, S.,
& Mofammere, M. (2011) A qualitative analysis of South African women's knowledge, attitudes, and beliefs about HPV and cervical cancer prevention,
vaccine awareness and acceptance, and maternal-child communication about sexual health. Vaccine, 29, 8760-8765.
El documento define cinco tipos de conceptos relacionados con sistemas informáticos: hardware, que se refiere a las partes físicas de un sistema como componentes eléctricos y electrónicos; bienestar, que se refiere al estado mental y emocional del usuario; conectividad, que se refiere al sistema que permite la conexión a Internet; software, que se refiere a los programas que gestionan los recursos del hardware; y usuario, que se refiere a la persona que usa el sistema.
Boston Beer Company (SAM) is recommended as a buy based on its position in the growing craft beer industry. SAM has successfully introduced new flavorful beer brands to the market, fueling revenue growth of 13.5% in 2015 and projected annual growth of 5.5% through 2020. This positions SAM well to benefit from industry expansion. Some risks include potential slowing of flagship brand sales growth and increased competition from spirits. Valuation models yield a target price of $218-$220, indicating 9% upside potential.
Verizon was formed in 2000 through the merger of Bell Atlantic Corp and GTE Corp. It is currently the largest telecommunications company in the US. Verizon's mission is to use technology to solve problems in education, healthcare, and energy management. One of its strategic recommendations is to expand its wireless services into the Canadian market through acquiring carriers like Wind Mobile and Mobilicity. This would help increase profits and give Verizon an international presence, but would also increase its current debt.
In this file, you can ref useful information about performance appraisal of wipro such as performance appraisal of wipro methods, performance appraisal of wipro tips
Quest Diagnostics acquired SmithKline Beecham Clinical Laboratories in 1999, making it the clear leader in diagnostic testing in the US. Net income excluding special items was $41.2 million in 1999 compared to $26.9 million in 1998 due to the acquisition. However, after special items related to the acquisition, the company reported a net loss of $3.4 million. The company's strategy is focused on capitalizing on its position in diagnostic testing, becoming a leading provider of medical information by leveraging its large database of test results, and becoming recognized as the quality leader in healthcare services.
The document analyzes Deere & Company (DE), a global manufacturer of agricultural and construction equipment. It recommends a HOLD rating for DE stock, with a target price of $84.59. While DE's brand recognition in the US and Canada will support market share gains, the company faces downward trends in foreign markets and declining margins. A DCF analysis indicates the stock is currently slightly overvalued. Key risks to the business include government regulation, economic slowdowns, and currency fluctuations.
The document is the balance sheet of Wipro Infrastructure Engineering AB as of March 31, 2010. It shows that the company had total assets of Rs. 3,837,499,823, with fixed assets accounting for Rs. 736,891,925 of this amount. Total liabilities were Rs. 1,992,491,932 in shareholder funds and Rs. 1,845,007,891 in loan funds. Net current assets were Rs. 1,826,988,211.
LabCorp is a leading healthcare services company focused on clinical diagnostics and personalized medicine. It has a strong market position due to factors such as an aging population driving increased testing, healthcare reform promoting value-based care, and advances in genomics enabling personalized treatment. LabCorp pursues a five pillar strategy of capital deployment, enhancing IT capabilities, improving efficiency, innovating scientifically, and developing knowledge services to execute its mission and create shareholder value. It aims to be a trusted knowledge partner for stakeholders across the healthcare continuum.
A phosphoric acid fuel cell has two porous electrodes that collect charge - a negative electrode of hydrogen gas and a positive electrode of oxygen or air. Phosphoric acid acts as the electrolyte, and platinum catalysts on both electrodes accelerate the electrochemical reactions. Hydrogen ions migrate through the electrolyte to the positive electrode, where they interact with oxygen to produce water, while electrons flow through an external load to provide electricity. The fuel cell operates between 150-200 degrees Celsius and has an actual voltage of 0.7-0.8 volts, lower than its theoretical potential of 1.23 volts.
This document provides a summary of a financial analysis of Pfizer conducted by Riley Bannon and Dylan Murphy. It includes an executive summary, purpose, methodology, economic analysis, industry forecast, analysis of Pfizer's competition and business, and conclusions and recommendations. The economic analysis forecasts modest GDP growth of around 2.8% annually through 2018, a declining unemployment rate, and gradual interest rate increases. The industry forecast expects continued strong demand for pharmaceuticals driven by an aging population, though tempered growth due to potential increased regulation. The document analyzes Pfizer's financials, business strategy, valuation, and competition to make an investment recommendation.
John Deere's bids on tractor components were higher than competitors due to issues with its cost accounting system. The current system allocated fixed costs like engineering and setup costs across all orders equally, regardless of order size. This led to underestimating costs for low-volume orders and overestimating costs for high-volume orders. Switching to an activity-based costing (ABC) system would improve accuracy by allocating costs based on demand each product places on activities. This would allow John Deere to submit more competitive bids and improve profitability by focusing on high-volume orders it has an efficiency advantage in.
Mercer Capital's Value Focus: Medical Device Manufacturers | Q4 2015 | Five T...Mercer Capital
Mercer Capital provides medical device manufacturers, related start-up enterprises, and private equity funds with valuation services, including purchase price allocation, 409a compliance, goodwill impairment testing, and other transaction and valuation advisory services.
Following years of growth and favourable market trends, the global life sciences industry now finds itself facing a ‘new normal’. By any measure it is still a stand-out performer globally, and a key strategic area for the EMEA region. However, markets are changing.
Life science companies must adopt new business models to achieve the following:
Counter slowing sales growth
Stem profitability challenges
Deliver patient outcomes that reflect higher consumer expectations
Position the industry for future success and innovation.
Making these adjustments successfully will come down to individual companies’ ability to find, engage and retain the right people. For the most part, the challenge is about talent and the ability of each organisation, regardless of location, to source it.
Here, we look at the top five issues facing the industry and how organisations in the region can respond.
The document summarizes the 2016 U.S. Goodwill Impairment Study. It finds that 2015 saw record levels of both goodwill added ($458 billion) and goodwill impaired ($57 billion) among U.S. public companies. Goodwill impaired more than doubled from 2014 levels, driven by increases in the energy, information technology, consumer discretionary, industrials, and utilities industries. The study also reports that 59% of public company respondents in a survey now use the optional qualitative goodwill impairment test, up from 29% in 2013. Furthermore, 82% of survey respondents supported proposed FASB changes to simplify the goodwill impairment test.
Accenture works with the leading agrochemical companies to annually benchmark supply chain and business performance. This report highlights the key findings and insights from our 2015 study, which focused on the quantitative aspects of performance within the crop protection segment.
Historically, the medical device industry has been highly attractive and relatively stable. As a consequence, established players have been able to compete successfully across the device spectrum, applying common business models and processes without much need for differentiation.
The future, however, is very different as disruptive change is underway. Companies will need to look at new segments and offer end-to-end solutions to secure additional revenue and maintain their profit margins.
The document provides an overview of key findings from a survey of the Australian biotechnology industry in 2015. Some of the main points include:
- Business sentiment in the industry remains strong despite views that the operating environment is challenging. 69% reported having a good year in 2014 and 84% expect to grow in 2015.
- Access to capital continues to be important, with 48% looking to raise funds in the coming year and 34% having less than one year of cash.
- The industry is expected to create at least 239 new jobs in 2015 focusing on scientists, clinical trials, and advanced manufacturing roles.
- Tax policy is a major concern for companies, though the R&D tax incentive remains an
This presentation provides an overview of the company. Key points include:
- The company is a fast growing cancer genetics lab serving oncologists, pathologists, and hospitals.
- Recent acquisition of Clarient is expected to more than double revenue and more than triple adjusted EBITDA in 2016.
- The company has a large addressable market of $5 billion that is growing due to cancer prevalence increasing with an aging population and more cancer tests through precision medicine.
- Recent financial performance shows year-over-year revenue growth of 142% and adjusted EBITDA growth of 224% for the first three quarters of 2016, which includes the effects of the Clarient acquisition.
Point of care testing market and forecast to 2016 global analysisRenub Research
Renub Research (http://www.renub.com/report/point-of-care-testing-market-and-forecast-to-2016-global-analysis-88) has announced the addition of the "Point of Care Testing Market and Forecast to 2016: Global Analysis" report to its offering
Point of Care Testing Market and Forecast to 2016: Global Analysis - Market Overview
The concept of Point of Care Testing (POCT), also known as bedside, near-patient testing and decentralized testing, relates to tests that are conducted by clinical operators at the site of patient care where immediate medical action is taken on the results. The fact that point of care (POCT) represents a departure from conventional laboratory medicine has created new opportunities in the field of diagnostics industry. Technical advancements over recent years have helped point of care testing (POCT) to grow with double digit CAGR from 2009 to 2011 and evolve into a vital diagnostic tool. It is predicted that point of care testing market will be approximately US$ 25 Billion by 2016.
Blood glucose test controls a lion’s market share of around 70% for the year 2011 and it is expected to continue its dominance till 2016. Rest of all the others point of care tests market share covered in this report are in single digit. Infectious disease testing market is expected to double by 2016 from its market of 2011. As countries are making the healthcare more and more accessible to people, the demand for various point of care testing is keep on rising. The point of care testing market has become an established sector worldwide and will continue to provide vital contribution in in-vitro diagnostics industry.
This 83 page report contains 26 Figures and 12 Tables provides a comprehensive analysis of the emerging point of care tests market segments, including their dynamics, size, growth, regulatory requirements, technological trends, competitive landscape, and emerging opportunities for instrument and consumable suppliers. Renub Research report entitled “Point of Care Testing Market and Forecast to 2016: Global Analysis” report also provides market landscape and market share information in the point of care testing market. The report brings together major merger & acquisition, distribution agreement, licensing deals information in point of care testing market. The report also entails major drivers and challenges of point of care testing market.
10 Point of Care Test Segments Covered in this Report
Blood Glucose Testing, Cardiac Marker Testing, Lipid Panel/Cholesterol Testing, Blood Coagulation Testing, Infectious Disease Testing, Urinalysis Testing, Drug of Abuse Testing, Fecal Occult Blood Testing, Pregnancy & Fertility Testing and Tumor Marker Testing
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Mercer Capital's Value Focus: Laboratory Services | Year-End 2014Mercer Capital
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Mercer Capital's Value Focus: Laboratory Services | Year-End 2015
1. VALUE FOCUS
Laboratory Services Industry
www.mercercapital.com
Executive Summary Inside
The Laboratory Services industry has experi-
enced favorable performance over the last five
years as the industry’s revenue increased at an
average annual rate of 2.3% between 2010 and
2015, reaching an estimated $17.1 billion in 2015.
As defined by IBIS World, the laboratory ser-
vices industry comprises the following segments:
Product Performance & Safety Testing (42.6%),
Product Certification (27.2%), Environmental
Testing (14.9%), Agriculture & Food Testing
(7.0%), Biological and Chemical Testing (6.3%),
Other (2.0%). In addition to these segments, we
will focus on medical testing laboratories.
Theindustry’sperformanceissensitivetochanges
in the general economic environment both inside
the U.S. and internationally. General economic
conditions may impact demand for products and
services which, in turn, trigger demand for labo-
ratory services. Most recently, the industry has
been the beneficiary of increasing environmental,
industrial, and medical regulatory standards pro-
moting demand for lab services. In addition to
expanding regulatory regimes, influential growth
factors include the aging population, industry
consolidation, pharmacogenomics/companion
diagnostics, cost pressures, and regulation.
Year-End 2015
Benchmarking Data
for Testing Laboratories 1
Industry Specific
Macroeconomic Overview 3
MA Transactions 5
Guideline Company Pricing 9
Valuation Trends 10
Macroeconomic Overview 12
About Mercer Capital 15