Update on the Supply Chain Index on the countdown to the Supply Chain Insights Global Summit. Join us for our series of webcasts to understand the impact.
E2open operates the largest supply chain network connecting over 41,000 companies. It provides supply chain visibility and analytics solutions to help companies better coordinate demand and supply across complex multi-enterprise networks. E2open grew out of serving high-tech companies and now works with leading global enterprises in various industries to deliver responsive, accurate supply chain information and orchestration.
Digital Supply Chain - Insights on Driving the Digital Supply Chain Transform...Lora Cecere
Executive Summary
It started with the internet, and the drum beat continues. Mobile. Social. Cloud. Digital Products. Telematics. The Internet of Things. The list of enablers is endless.
Over the last decade, digital marketing departments quickly took advantage of new technologies to power marketing capabilities. As a result, companies have new products and services; but, over the last decade there has been little change in supply chain processes.
There is a great divide in organizations today. There are digital teams in marketing while there are traditional supply chain processes in operations. Many supply chain leaders are asking how they digitize their supply chain practices. This report is designed to help. Here we share a five-step process to get started, and we provide insights from recent research on how to transform manufacturing processes.
What Is Digital Business?
Digitization transforms businesses. A digital business model uses new forms of technology to create new forms of revenue and business value. It is about the use of combinations of technologies to sense changes in real-time and shape a meaningful output.
Digital business is about much, much more than the redefinition of business processes for B2B and B2C. While e-business strategies are foundational, and necessary, it is about more than e-business. In today’s supply chain, while B2C models are well defined and new supply chain models have embraced and redefined e-commerce delivery, B2B processes lag B2C. Today, only 9% of B2B commerce business flows through business networks. There are no digital B2B officers. Companies have been slow to adopt new forms of B2B.
1. The document discusses how two forces - rising technology and increasing customer expectations - are shaping modern supply chains. As data and connectivity increase, customers demand instant gratification and transparency.
2. To remain relevant, firms must use vast amounts of data to understand emerging customer needs and fulfill them. Simple linear supply chains are being replaced by complex, global networks to service customers worldwide.
3. As technology improves, supply chain analytics will shift from reporting metrics to making sense of unstructured data through cognitive analysis. This will allow firms to better monitor social media, forecast demand, and optimize production planning.
Visibility in the supply chain is very important to enable you to not only make proactive decisions, but make sure you are making the right decisions. How far can you currently see into the supply chain today and how are you using that information? In this webcast, Patrick Lemoine will share what respondents are saying about their supply chain visibility from a survey recently conducted by Gatepoint Research.
Waiter Station- Online Web and Facebook Ordering for Restaurants, Osvaldo Rodriguez
1. Waiter Station is an Android based online ordering system for restaurant.
2. Helps increase management efficiency, productivity, profitability and accountability.
3. Easy to use everyday functionalities with secure cloud based data storage.
Farm to fork connections: Impact of supply chain transparency on consumer hea...National Retail Federation
Todd Gardner, VP of Safety and Risk Solutions at Aramark Corporation, discussed the impact of supply chain transparency on consumer health and wellness. He noted that consumers have changing tastes and behaviors as well as allergens and food intolerances that require sharing of macro data. Ensuring the health and wellness of consumers is challenging due to the complexity of supply chains and systems, but focusing on consumers and educating food operators is critical to "getting it right."
Infographic: The Digital link to supply chainCapgemini
The document discusses the importance of digital technologies in driving supply chain efficiency. It provides examples of how Levi Strauss & Co. reduced manual tracking by 98% and how Zara can design, produce, and deliver new apparel within 14 days compared to 9 months for competitors, using digital tools to enable collaboration. However, a survey found that only 11% of companies have high digital maturity, while 69% are beginners. The key challenges to low digital maturity are a lack of digital vision and strategy, competency gaps, and poor alignment between technical and supply chain teams. The document recommends companies build supply chain governance, digitize performance management, integrate functions, leverage reusable technology, and define a digital strategy to improve digital maturity.
E2open operates the largest supply chain network connecting over 41,000 companies. It provides supply chain visibility and analytics solutions to help companies better coordinate demand and supply across complex multi-enterprise networks. E2open grew out of serving high-tech companies and now works with leading global enterprises in various industries to deliver responsive, accurate supply chain information and orchestration.
Digital Supply Chain - Insights on Driving the Digital Supply Chain Transform...Lora Cecere
Executive Summary
It started with the internet, and the drum beat continues. Mobile. Social. Cloud. Digital Products. Telematics. The Internet of Things. The list of enablers is endless.
Over the last decade, digital marketing departments quickly took advantage of new technologies to power marketing capabilities. As a result, companies have new products and services; but, over the last decade there has been little change in supply chain processes.
There is a great divide in organizations today. There are digital teams in marketing while there are traditional supply chain processes in operations. Many supply chain leaders are asking how they digitize their supply chain practices. This report is designed to help. Here we share a five-step process to get started, and we provide insights from recent research on how to transform manufacturing processes.
What Is Digital Business?
Digitization transforms businesses. A digital business model uses new forms of technology to create new forms of revenue and business value. It is about the use of combinations of technologies to sense changes in real-time and shape a meaningful output.
Digital business is about much, much more than the redefinition of business processes for B2B and B2C. While e-business strategies are foundational, and necessary, it is about more than e-business. In today’s supply chain, while B2C models are well defined and new supply chain models have embraced and redefined e-commerce delivery, B2B processes lag B2C. Today, only 9% of B2B commerce business flows through business networks. There are no digital B2B officers. Companies have been slow to adopt new forms of B2B.
1. The document discusses how two forces - rising technology and increasing customer expectations - are shaping modern supply chains. As data and connectivity increase, customers demand instant gratification and transparency.
2. To remain relevant, firms must use vast amounts of data to understand emerging customer needs and fulfill them. Simple linear supply chains are being replaced by complex, global networks to service customers worldwide.
3. As technology improves, supply chain analytics will shift from reporting metrics to making sense of unstructured data through cognitive analysis. This will allow firms to better monitor social media, forecast demand, and optimize production planning.
Visibility in the supply chain is very important to enable you to not only make proactive decisions, but make sure you are making the right decisions. How far can you currently see into the supply chain today and how are you using that information? In this webcast, Patrick Lemoine will share what respondents are saying about their supply chain visibility from a survey recently conducted by Gatepoint Research.
Waiter Station- Online Web and Facebook Ordering for Restaurants, Osvaldo Rodriguez
1. Waiter Station is an Android based online ordering system for restaurant.
2. Helps increase management efficiency, productivity, profitability and accountability.
3. Easy to use everyday functionalities with secure cloud based data storage.
Farm to fork connections: Impact of supply chain transparency on consumer hea...National Retail Federation
Todd Gardner, VP of Safety and Risk Solutions at Aramark Corporation, discussed the impact of supply chain transparency on consumer health and wellness. He noted that consumers have changing tastes and behaviors as well as allergens and food intolerances that require sharing of macro data. Ensuring the health and wellness of consumers is challenging due to the complexity of supply chains and systems, but focusing on consumers and educating food operators is critical to "getting it right."
Infographic: The Digital link to supply chainCapgemini
The document discusses the importance of digital technologies in driving supply chain efficiency. It provides examples of how Levi Strauss & Co. reduced manual tracking by 98% and how Zara can design, produce, and deliver new apparel within 14 days compared to 9 months for competitors, using digital tools to enable collaboration. However, a survey found that only 11% of companies have high digital maturity, while 69% are beginners. The key challenges to low digital maturity are a lack of digital vision and strategy, competency gaps, and poor alignment between technical and supply chain teams. The document recommends companies build supply chain governance, digitize performance management, integrate functions, leverage reusable technology, and define a digital strategy to improve digital maturity.
We don't have a big data problem. We have a big data opportunity. Our challenge is to change our mental models to embrace clouds, streams and lakes. Today, we are too encased in the world of relational database models and inside-out processes. Here I share my research on Big Data in Supply Chain and encourage the audience to participate in our 2014 study on the adoption of Big Data in Supply Chain.
The opening presentation given by Lora Cecere, Founder and CEO of Supply Chain Insights, at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 10, 2014
Imagining Supply Chain Processes Outside-in. Building Value Networks at IBM t...Lora Cecere
The presentation given by Donnie Haye, Vice President – Analytics, Solutions and Acquisitions ISC at IBM, at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 11, 2014
Imagining Supply Chain Processes Outside-in. Building Value Networks at IBM to Improve Channel Effectiveness.
As inventory sits in the channel in high-tech and electronics, it loses value. Join this session to understand how IBM automated the channel outside-in through the creation of a value-added network termed iBAT to drive channel effectiveness.
Envisioning the Next Generation of AnalyticsLora Cecere
The presentation during a panel discussion at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 10, 2014.
Envisioning the Next Generation of Analytics
Join this panel to hear case studies on new ways to use analytics and unleash the Art of the Possible. Gain new insights for the use of cognitive learning, concurrent optimization, and embracing new forms of data.
The panel included:
Facilitator: Lora Cecere, Founder and CEO of Supply Chain Insights
Dr. Mani Janakiram, Director of Supply Chain Strategy at Intel
Stephen N. Wagner, Global Supply Chain, Global Director, Network Design & Logistics Analytics at Schneider Electric
Retail Is Tough, and Growing Tougher. How Do We Improve Margins?Lora Cecere
The presentation given by Clay Parnell, previously Vice President of Merchandising Operations at Belk, at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 10, 2014
Driving Supply Chain Process Improvement: Trials and TribulationsLora Cecere
This document provides an overview of Campbell Soup Company's supply chain transformation journey over the past decade. It summarizes that Campbell started with a fragmented supply chain and worked to strengthen fundamentals like safety, quality and service. It implemented a demand-driven supply network approach, achieved cost savings through initiatives like plant simplification, and reduced its environmental footprint. Recent challenges included a major network consolidation and planning system implementation, but Campbell expects to return to prior improvement trends. The speaker emphasizes that bold leadership, establishing the right foundation, and declaring ambitious goals were key to Campbell's supply chain progress.
Supply Chain Index Rankings for 2006-2013 and 2009-2013Lora Cecere
The document is from Supply Chain Insights LLC and contains summaries of supply chain index data from 2006-2013 and 2009-2013 for various industries, including consumer packaged goods, food and beverage, chemicals, apparel, paper, retail, hospitals, pharmaceuticals, medical devices, automotive, auto suppliers, contract manufacturing, semiconductors, and consumer electronics. Each industry section references the relevant page number from the Supply Chain Insights LLC 2014 report for the supply chain index data.
Presentation with Jim Prescott of Sonoco Products on S&OP at CSCMP in San Ant...Lora Cecere
Sales and operations planning improves enterprise resiliency. In this presentation, we define enterprise resiliency and then discuss how an effective sales and operations planning process can improve enterprise resiliency and balance sheet results.
Supply Chain Metrics That Matter: A Focus on Food and Beverage Companies - 15...Lora Cecere
Executive Overview
Food and Beverage supply chains serve local markets. Regional taste buds drive localized assortment. While many are attempting to be global, they have strong regional governance drivers. As a result, growth agendas have driven an increase in items by 32% since 2010. Product complexity grew faster than growth. Average sales per item dropped 22% . This increase in complexity lengthened the long tail of the supply chain affecting both cost and inventory.
We hope this report can be a guide to help companies understand what is possible to determine more accurate set points, and understand the relationship between supply chain metric performance and value.
As will be seen, in the Food and Beverage industries we find most companies to be stuck on the critical metrics that drive value. They have either regressed in supply chain performance or they are at the same point they were a decade ago. For many supply chain leaders who 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 will be shown in this report, this is not true.
The analysis also demonstrates the importance of outside-in supply chain excellence programs. Who does the best? Hershey outperforms within the Food group and makes the Supply Chains to Admire list for 2016; and while AB/InBev drives the strongest performance in the Beverage category, it is not sufficient to make the list. The goal of this report is to enable benchmarking and to spark a new conversation on value in the definition of supply chain excellence.
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.
Imagine the Supply Chain of the Future - 21 OCT 2014Lora Cecere
Executive Overview
When we ask companies to imagine the supply chain of the future, they have to start with what they have today. Most companies today are stuck, and find it hard to conceive the supply chain of the future. To free their thinking they have to learn from the past, to unlearn what they believe is a world of best practices, and establish methodologies to imagine the supply chain of the future. Changing traditional paradigms is a starting point.
For most, the journey is not easy. As shown in Figure 1, the terms most commonly used to describe the supply chain today are traditional, tactical, and cautious. Today there is significant room for improvement, with only one in three supply chain leaders feeling that what they have now is working well. Most of the supply chain processes are inside-out which is a barrier to sensing demand and building demand-driven or market-driven processes.
The incentive to change lies in balance sheet performance. When we analyze financial balance sheet performance for the period of 2006-2013, we find that nine out of ten companies are stuck at the intersection of the two critical metrics of operating margin and inventory turns. Publicly-held companies are unable to power improvements in both metrics for more than two consecutive years. For most, improvement has become an OR condition with companies making improvements in one of the two metrics, but not both together. This is an area of frustration and disappointment for business leaders that want to leverage supply chain technologies and processes to deliver both cash and cost savings to the organization. As growth slows, this shift is more important. In this report, we share highlights on the research gathered for our recent conference, Supply Chain Insights Global Summit.
Putting Together the Pieces: Supply Chain Analytics - 2 SEP 2017Lora Cecere
RESEARCH OVERVIEW:
Report Details: This report is the result of six months of studying the emerging supply chain analytics technology market. This report is based on qualitative research completed in the period of January-July 2016. In this research effort, we interviewed thirty-five technology analytics providers to understand their solutions. This was followed by interviews with thirty innovative supply chain leaders. To support this research and take it one step further, we augment these qualitative insights with quantitative survey analysis collected in preparation for the Supply Chain Insights Global Summit. In this research, we share insights on the importance of supply chain analytics in Supply Chain 2030 strategies. Here we share these findings.
Objective: To understand the changing role of supply chain analytics in supply chain strategy.
Highlight: With the changing face of supply chain analytics companies have greater opportunities to drive insights and gain competitive advantage. This report is designed to help companies bridge traditional thinking on supply chain analytics while embracing emerging technologies.
Executive Summary
Supply chains are drowning in data, but are low on insights. While the cost of computing memory was once a barrier to executing an analytics strategy, this is no longer the case. The largest barrier is the understanding of new forms of analytics.
Historically, the term supply chain analytics was used to describe reporting. This is no longer the case. Today there are more options and capabilities for supply chain analytics. There is a proliferation of new technologies flooding the market.
Ironically, despite the explosion of options as shown in Figure 1, the supply chain operating team is more conservative. It is a skewed distribution. When it comes to decision support, the number of late adopters outnumber the early adopters three to one. The lack of early adopters, the rapid rate of change, and the conventional architectural definitions (primarily focused on Enterprise Resource Planning or ERP-based architectures) are barriers to the adoption of new forms of supply chain analytics.
The Journey Towards Supply Chain Excellence. So What? Who Cares? - Webinar Sl...Lora Cecere
The Journey Towards Supply Chain Excellence. So What? Who Cares?
It’s the nature of supply chain leaders to be competitive and improve processes, however it’s not always their nature to know how to start and progress on the journey. Often leaders think, “So What? Who Cares?” and accept the status quo. In this webinar we’ll discuss the reasons why this should be mission critical and how leaders can start on their journey towards improving performance. Webinar Slide Deck - 57 minutes - recorded on September 21, 2016.
The Journey to Supply Chain 2030 - Silde Deck - 16 NOV 2016Lora Cecere
The Journey to Supply Chain 2030
The future will be here faster than you think, and the speed at which supply chain is evolving means that to be ready for 2030 initiatives, improvements and investments must be made now. Learn which technologies will impact your business, what business models to embrace, and what staffing decisions to make to be ready for 2030.
The presentation given during the panel discussion of the Math Behind the Supply Chain Index at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 11, 2014
The panel included:
Lora Cecere, Founder and CEO of Supply Chain Insights
Dr. George Runger, Professor, School of Computing, Informatics and Decision Systems Engineering – Ira A. Fulton School of Engineering at Arizona State University
Abby Mayer, Research Associate at Supply Chain Insights
The Math Behind the Supply Chain Index
Join this session to understand the math behind the newly launched Supply Chain Index. This data-driven analysis gives supply chain leaders a new way to measure supply chain improvement.
Supply chain index webinar for healthcareLora Cecere
In this presentation, you will learn how you can use the Supply Chain Index to measure supply chain performance for the healthcare value chain. The Supply Chain Index is a measurement of balance, strength, and resiliency progress for the period of 2006-2012. Learn which companies have progressed at the fastest rate and why.
Presentation for the Upcoming Llamasoft Event Summercon. Looking forward to discussing the evolution of value networks and the use of network design technologies at this event on June 20th in Ann Arbor, MI.
Supply chain index webinar june 11 finalLora Cecere
Supply Chain Index work for the periods of 2006-2012 and 2009-2012. In this deck, we share the background on the Supply Chain Index, and the performance of companies by industry on the Effective Frontier. The measurements used to evaluate balance, alignment and resiliency are year-over-year growth, Return on Invested Capital (ROIC), operating margin and inventory turns. The concept is that supply chain leaders need to drive year-over-year improvements that are balanced, aligned and reliable against their peer groups. The Supply Chain Index allows companies to compare themselves against tailored peer groups and over different time frames to understand how they are improving on the Effective Frontier of Supply Chain Performance.
Supply Chain Insights Webinar on Supply Chains to AdmireLora Cecere
Supply Chain Insights Webinar on Supply Chains to Admire presented on September 25th, 2014. Results of a two year study on supply chain excellence and the connection of financial ratios to balance sheet information.
The document summarizes a webinar from Supply Chain Insights on improving supply chain strength and resiliency. It discusses measuring supply chain performance using metrics like inventory turns and operating margin. It also introduces a Supply Chain Index that ranks companies based on these metrics and analyzes industry data to identify opportunities to increase resiliency by better balancing measures like inventory and profitability. The webinar examined various industries and identified leaders that maintained strong, balanced and resilient supply chain performance over time.
Supply Chain Index Webinar May 19, 2014Lora Cecere
Sometimes, as a supply chain leader, it is hard to know if you are making progress. We want to help. Supply chain excellence should not be a beauty contest. It needs to be about real results. We believe that a company needs to be compared within an industry. We also think that there needs to be an objective measurement that is available to all companies independent of size. Listen to the webinar to understand the methodology.
The Supply Chain Index will rank all public companies by industry NAICS codes and compare their progress for the period of 2006-2013 on:
Strength: Progress at the intersection of Growth/ROIC and Inventory Turns/Operating Margin (30%)
Balance: The ability to manage a balanced portfolio to maximize growth and ROIC
Resiliency: The tightness of the pattern at the intersection of inventory turns and operating margin (30%)
Peer Ranking: Input from Supply Chain Peers(10%)
It is being launched on May 13, 2014. The webinar is on May 19, 2014.
Each industry will be ranked on the strength, balance and resiliency. The final scores and then the total score will be the composite of these. The formula is:
Supply Chain Index= .33(Strength Ranking)+.33(Balance Ranking)+.33(Resiliency Ranking)+.10(Peer Ranking)
Presentation from the Logimed Conference in May 2014. Medical device supply chains are resilient, but they are not strong. The focus of the presentation is on the progress of the medical device supply chain over the last decade compared with other industries.
We don't have a big data problem. We have a big data opportunity. Our challenge is to change our mental models to embrace clouds, streams and lakes. Today, we are too encased in the world of relational database models and inside-out processes. Here I share my research on Big Data in Supply Chain and encourage the audience to participate in our 2014 study on the adoption of Big Data in Supply Chain.
The opening presentation given by Lora Cecere, Founder and CEO of Supply Chain Insights, at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 10, 2014
Imagining Supply Chain Processes Outside-in. Building Value Networks at IBM t...Lora Cecere
The presentation given by Donnie Haye, Vice President – Analytics, Solutions and Acquisitions ISC at IBM, at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 11, 2014
Imagining Supply Chain Processes Outside-in. Building Value Networks at IBM to Improve Channel Effectiveness.
As inventory sits in the channel in high-tech and electronics, it loses value. Join this session to understand how IBM automated the channel outside-in through the creation of a value-added network termed iBAT to drive channel effectiveness.
Envisioning the Next Generation of AnalyticsLora Cecere
The presentation during a panel discussion at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 10, 2014.
Envisioning the Next Generation of Analytics
Join this panel to hear case studies on new ways to use analytics and unleash the Art of the Possible. Gain new insights for the use of cognitive learning, concurrent optimization, and embracing new forms of data.
The panel included:
Facilitator: Lora Cecere, Founder and CEO of Supply Chain Insights
Dr. Mani Janakiram, Director of Supply Chain Strategy at Intel
Stephen N. Wagner, Global Supply Chain, Global Director, Network Design & Logistics Analytics at Schneider Electric
Retail Is Tough, and Growing Tougher. How Do We Improve Margins?Lora Cecere
The presentation given by Clay Parnell, previously Vice President of Merchandising Operations at Belk, at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 10, 2014
Driving Supply Chain Process Improvement: Trials and TribulationsLora Cecere
This document provides an overview of Campbell Soup Company's supply chain transformation journey over the past decade. It summarizes that Campbell started with a fragmented supply chain and worked to strengthen fundamentals like safety, quality and service. It implemented a demand-driven supply network approach, achieved cost savings through initiatives like plant simplification, and reduced its environmental footprint. Recent challenges included a major network consolidation and planning system implementation, but Campbell expects to return to prior improvement trends. The speaker emphasizes that bold leadership, establishing the right foundation, and declaring ambitious goals were key to Campbell's supply chain progress.
Supply Chain Index Rankings for 2006-2013 and 2009-2013Lora Cecere
The document is from Supply Chain Insights LLC and contains summaries of supply chain index data from 2006-2013 and 2009-2013 for various industries, including consumer packaged goods, food and beverage, chemicals, apparel, paper, retail, hospitals, pharmaceuticals, medical devices, automotive, auto suppliers, contract manufacturing, semiconductors, and consumer electronics. Each industry section references the relevant page number from the Supply Chain Insights LLC 2014 report for the supply chain index data.
Presentation with Jim Prescott of Sonoco Products on S&OP at CSCMP in San Ant...Lora Cecere
Sales and operations planning improves enterprise resiliency. In this presentation, we define enterprise resiliency and then discuss how an effective sales and operations planning process can improve enterprise resiliency and balance sheet results.
Supply Chain Metrics That Matter: A Focus on Food and Beverage Companies - 15...Lora Cecere
Executive Overview
Food and Beverage supply chains serve local markets. Regional taste buds drive localized assortment. While many are attempting to be global, they have strong regional governance drivers. As a result, growth agendas have driven an increase in items by 32% since 2010. Product complexity grew faster than growth. Average sales per item dropped 22% . This increase in complexity lengthened the long tail of the supply chain affecting both cost and inventory.
We hope this report can be a guide to help companies understand what is possible to determine more accurate set points, and understand the relationship between supply chain metric performance and value.
As will be seen, in the Food and Beverage industries we find most companies to be stuck on the critical metrics that drive value. They have either regressed in supply chain performance or they are at the same point they were a decade ago. For many supply chain leaders who 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 will be shown in this report, this is not true.
The analysis also demonstrates the importance of outside-in supply chain excellence programs. Who does the best? Hershey outperforms within the Food group and makes the Supply Chains to Admire list for 2016; and while AB/InBev drives the strongest performance in the Beverage category, it is not sufficient to make the list. The goal of this report is to enable benchmarking and to spark a new conversation on value in the definition of supply chain excellence.
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.
Imagine the Supply Chain of the Future - 21 OCT 2014Lora Cecere
Executive Overview
When we ask companies to imagine the supply chain of the future, they have to start with what they have today. Most companies today are stuck, and find it hard to conceive the supply chain of the future. To free their thinking they have to learn from the past, to unlearn what they believe is a world of best practices, and establish methodologies to imagine the supply chain of the future. Changing traditional paradigms is a starting point.
For most, the journey is not easy. As shown in Figure 1, the terms most commonly used to describe the supply chain today are traditional, tactical, and cautious. Today there is significant room for improvement, with only one in three supply chain leaders feeling that what they have now is working well. Most of the supply chain processes are inside-out which is a barrier to sensing demand and building demand-driven or market-driven processes.
The incentive to change lies in balance sheet performance. When we analyze financial balance sheet performance for the period of 2006-2013, we find that nine out of ten companies are stuck at the intersection of the two critical metrics of operating margin and inventory turns. Publicly-held companies are unable to power improvements in both metrics for more than two consecutive years. For most, improvement has become an OR condition with companies making improvements in one of the two metrics, but not both together. This is an area of frustration and disappointment for business leaders that want to leverage supply chain technologies and processes to deliver both cash and cost savings to the organization. As growth slows, this shift is more important. In this report, we share highlights on the research gathered for our recent conference, Supply Chain Insights Global Summit.
Putting Together the Pieces: Supply Chain Analytics - 2 SEP 2017Lora Cecere
RESEARCH OVERVIEW:
Report Details: This report is the result of six months of studying the emerging supply chain analytics technology market. This report is based on qualitative research completed in the period of January-July 2016. In this research effort, we interviewed thirty-five technology analytics providers to understand their solutions. This was followed by interviews with thirty innovative supply chain leaders. To support this research and take it one step further, we augment these qualitative insights with quantitative survey analysis collected in preparation for the Supply Chain Insights Global Summit. In this research, we share insights on the importance of supply chain analytics in Supply Chain 2030 strategies. Here we share these findings.
Objective: To understand the changing role of supply chain analytics in supply chain strategy.
Highlight: With the changing face of supply chain analytics companies have greater opportunities to drive insights and gain competitive advantage. This report is designed to help companies bridge traditional thinking on supply chain analytics while embracing emerging technologies.
Executive Summary
Supply chains are drowning in data, but are low on insights. While the cost of computing memory was once a barrier to executing an analytics strategy, this is no longer the case. The largest barrier is the understanding of new forms of analytics.
Historically, the term supply chain analytics was used to describe reporting. This is no longer the case. Today there are more options and capabilities for supply chain analytics. There is a proliferation of new technologies flooding the market.
Ironically, despite the explosion of options as shown in Figure 1, the supply chain operating team is more conservative. It is a skewed distribution. When it comes to decision support, the number of late adopters outnumber the early adopters three to one. The lack of early adopters, the rapid rate of change, and the conventional architectural definitions (primarily focused on Enterprise Resource Planning or ERP-based architectures) are barriers to the adoption of new forms of supply chain analytics.
The Journey Towards Supply Chain Excellence. So What? Who Cares? - Webinar Sl...Lora Cecere
The Journey Towards Supply Chain Excellence. So What? Who Cares?
It’s the nature of supply chain leaders to be competitive and improve processes, however it’s not always their nature to know how to start and progress on the journey. Often leaders think, “So What? Who Cares?” and accept the status quo. In this webinar we’ll discuss the reasons why this should be mission critical and how leaders can start on their journey towards improving performance. Webinar Slide Deck - 57 minutes - recorded on September 21, 2016.
The Journey to Supply Chain 2030 - Silde Deck - 16 NOV 2016Lora Cecere
The Journey to Supply Chain 2030
The future will be here faster than you think, and the speed at which supply chain is evolving means that to be ready for 2030 initiatives, improvements and investments must be made now. Learn which technologies will impact your business, what business models to embrace, and what staffing decisions to make to be ready for 2030.
The presentation given during the panel discussion of the Math Behind the Supply Chain Index at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 11, 2014
The panel included:
Lora Cecere, Founder and CEO of Supply Chain Insights
Dr. George Runger, Professor, School of Computing, Informatics and Decision Systems Engineering – Ira A. Fulton School of Engineering at Arizona State University
Abby Mayer, Research Associate at Supply Chain Insights
The Math Behind the Supply Chain Index
Join this session to understand the math behind the newly launched Supply Chain Index. This data-driven analysis gives supply chain leaders a new way to measure supply chain improvement.
Supply chain index webinar for healthcareLora Cecere
In this presentation, you will learn how you can use the Supply Chain Index to measure supply chain performance for the healthcare value chain. The Supply Chain Index is a measurement of balance, strength, and resiliency progress for the period of 2006-2012. Learn which companies have progressed at the fastest rate and why.
Presentation for the Upcoming Llamasoft Event Summercon. Looking forward to discussing the evolution of value networks and the use of network design technologies at this event on June 20th in Ann Arbor, MI.
Supply chain index webinar june 11 finalLora Cecere
Supply Chain Index work for the periods of 2006-2012 and 2009-2012. In this deck, we share the background on the Supply Chain Index, and the performance of companies by industry on the Effective Frontier. The measurements used to evaluate balance, alignment and resiliency are year-over-year growth, Return on Invested Capital (ROIC), operating margin and inventory turns. The concept is that supply chain leaders need to drive year-over-year improvements that are balanced, aligned and reliable against their peer groups. The Supply Chain Index allows companies to compare themselves against tailored peer groups and over different time frames to understand how they are improving on the Effective Frontier of Supply Chain Performance.
Supply Chain Insights Webinar on Supply Chains to AdmireLora Cecere
Supply Chain Insights Webinar on Supply Chains to Admire presented on September 25th, 2014. Results of a two year study on supply chain excellence and the connection of financial ratios to balance sheet information.
The document summarizes a webinar from Supply Chain Insights on improving supply chain strength and resiliency. It discusses measuring supply chain performance using metrics like inventory turns and operating margin. It also introduces a Supply Chain Index that ranks companies based on these metrics and analyzes industry data to identify opportunities to increase resiliency by better balancing measures like inventory and profitability. The webinar examined various industries and identified leaders that maintained strong, balanced and resilient supply chain performance over time.
Supply Chain Index Webinar May 19, 2014Lora Cecere
Sometimes, as a supply chain leader, it is hard to know if you are making progress. We want to help. Supply chain excellence should not be a beauty contest. It needs to be about real results. We believe that a company needs to be compared within an industry. We also think that there needs to be an objective measurement that is available to all companies independent of size. Listen to the webinar to understand the methodology.
The Supply Chain Index will rank all public companies by industry NAICS codes and compare their progress for the period of 2006-2013 on:
Strength: Progress at the intersection of Growth/ROIC and Inventory Turns/Operating Margin (30%)
Balance: The ability to manage a balanced portfolio to maximize growth and ROIC
Resiliency: The tightness of the pattern at the intersection of inventory turns and operating margin (30%)
Peer Ranking: Input from Supply Chain Peers(10%)
It is being launched on May 13, 2014. The webinar is on May 19, 2014.
Each industry will be ranked on the strength, balance and resiliency. The final scores and then the total score will be the composite of these. The formula is:
Supply Chain Index= .33(Strength Ranking)+.33(Balance Ranking)+.33(Resiliency Ranking)+.10(Peer Ranking)
Presentation from the Logimed Conference in May 2014. Medical device supply chains are resilient, but they are not strong. The focus of the presentation is on the progress of the medical device supply chain over the last decade compared with other industries.
Supply Chain Metrics that Matter in Market-driven WorldLora Cecere
Presentation for the Integrated Supply Chain Management Conference in Turkey on April 29th, 2015. An analysis of the current state of supply chains in the market-driven world. Data from four years of research on the progress of supply chain management.
Update on the progress of supply chain leaders on progress on the Supply Chain Effective Frontier (balancing growth, profitability, cycles and complexity). Philippe Lambotte, SVP of Merck, recommends a seat at the table, focus on supply chain strategy, eliminate the white noise, and stay the course.
Supply Chain Index – Part III – Technology and Apparel Lora Cecere
This document summarizes a webinar presented by Supply Chain Insights LLC on the Supply Chain Index. The webinar introduced an index that measures the correlation between companies' performance on 13 core supply chain metrics and their market valuation. Companies in various industries like apparel manufacturing, apparel stores, and communication equipment were ranked based on the index. The webinar discussed what drives value in different industries and emphasized the importance of balancing growth, profitability, cycle times and complexity across the supply chain to maximize value.
Supply Chain Insights Webinar on the Supply Chain Index on May 23rdLora Cecere
Second presentation on the Supply Chain Index. The Supply Chain Insights team is working on building formulaic representations of supply chain excellence by industry. This is a second in a series of webinars where the team explains which metrics matter by industry.
Redefining the Supply Chain OpportunityLora Cecere
Presentation at the Warwick School of Business on March 16 to #supplychain leaders. The presentation shares research on progress on supply chain excellence, organizational alignment, supply chain visibility, making the digital pivot and the Supply Chain Metrics That Mattter.
How do your supply chain planning processes measure up? Today there is no yardstick. Self-reported data in the market is not credible, meaningful, or actionable. We want to help. Based on client requests, we are kicking off a program in June on Supply Chain Planning Effectiveness. It will allow you to rate yourself and identify opportunities
Supply Chain insights Year in Review - 2015 - Slide deck from webinarLora Cecere
What a wild year it’s been! We’ve brought you reports, infographics, podcasts and webinars to share data and opinion to transform your business. Join us for a lively panel discussion with supply chain experts as we share our portfolio of infographics from research studies and discuss what we’ve learned in 2015 and how we prepare for 2016.
Presentation on Customer-Centric Supply Chains for Barcelona CSCMP Event in M...Lora Cecere
Presentation prepared for the CSCMP Barcelona event on Customer-centric Supply Chains. Covers the principles of cost-to-serve, demand-driven value networks, and use of unstructured data to listen. Steps to build a customer-centric Supply Chains.
Understanding the Supply Chain Index - 2015 - slide deck - 20 AUG 2015Lora Cecere
The Supply Chain Index was designed by Supply Chain Insights to determine which companies were making the fastest improvement. Join this webinar to understand the industry trends and see who is driving the fastest improvement and why.
Post Covid-19 Recovery: Building Better Supply ChainsLora Cecere
Today, supply chain leaders are facing a global pandemic and a redefinition of business models along with unprecedented unemployment. This time is anything BUT business as usual. The traditional supply chain, stuck before the pandemic, is unequal to the challenge. Today, I presented my thoughts on how to build better supply chains to the the Supply Chain Canada trade association.
A critical look at three years of supply chain disruption. Using quantitative and qualitative research, Lora Cecere, Founder of Supply Chain Insights, looks critically at the factors within companies that drove resilience and the factors less successful. Companies that won were aligned, used market signals, decreased process latency, used scenario planning, and implemented descriptive analytics. Those that fared worse, had tight integration of supply chain planning to ERP, were not aligned, and were focused on a digital transformation strategy.
The document discusses defining and testing new "outside-in" supply chain planning processes that use market data rather than just internal data. It summarizes the results of workshops and pilots with various companies testing these new approaches.
The key ideas are:
1) Traditional "inside-out" supply chain planning focuses only on internal data and is insufficient for today's disrupted environment.
2) New "outside-in" processes would use a wider range of market data signals to improve demand sensing and supply chain response times.
3) Workshops and pilots identified 9 new potential planning models and tested concepts like market-driven demand management and bi-directional orchestration.
4) The results showed these new approaches
River of Demand - ALL RIVERS with QR.pdfLora Cecere
The document outlines various steps and considerations in a company's supply chain and operations process. It touches on topics like consumer insights, product development, marketing planning, supply chain management, manufacturing, distribution, and sales. There are also notes about challenges like COVID impacts, supply shortages, demand fluctuations, and issues aligning different business functions.
This document discusses lessons from the COVID-19 pandemic for supply chains. It emphasizes embracing data and investing in new forms of analytics. The pandemic highlighted the importance of organizational alignment, analytics, and inventory management. It also showed that companies with digital transformation strategies did better. Going forward, companies need to redefine time horizons, address latency issues, and imagine customer-centric supply chains of the future.
Sleep Number Supply Chain's To Admire.pptxLora Cecere
Sleep Number's mission is to improve lives through individualized sleep experiences by becoming one of the world's most beloved brands delivering an unparalleled sleep experience. Their purpose is to improve health and well-being through higher quality sleep provided by their smart beds which sense movements and adjust, and provide personalized sleep insights. They have over 14 million customers and a vertically integrated business model providing a complete brand experience from product to delivery.
The document provides an overview of a project called Rubik undertaken by AmerCareRoyal to develop a comprehensive supply chain strategy through simulation and optimization. The project aimed to address operational challenges around service levels, costs, inventory management and develop a new supply chain network design. Key areas of focus included customer service strategy, demand mapping, product portfolio, logistics and transportation optimization. The project structure involved multiple workstreams and phases to develop the new strategy and begin implementation. Preliminary results showed improvements in areas like fill rates, transportation costs and inventory levels.
At the Supply Chain Insights Global Summit, we challenged the audience to think about "social tokens" using this presentation from Luke Layden of Coin Desk.
The document outlines the key steps in a company's supply chain process from understanding consumer insights and developing products, to planning production and distribution, executing marketing plans, and fulfilling orders. It touches on many interconnected functions across the supply chain that are needed to serve customers effectively. Challenges discussed include impacts of COVID-19, supply chain issues, demand forecasting difficulties, and aligning various parts of the organization.
Today's supply chain processes are inside-out. Outside-in processes, using channel and market data, improve the time to respond. This presentation reflects two years of testing using machine learning to understand the impact on the bullwhip effect and Forecast Value Added.
Now in its ninth year, the Supply Chains to Admire analysis is a study of the progress of each industry sector on the balanced scorecard of growth, operating margin, inventory turns, and Return on Invested Capital (ROIC). Twenty-two companies outperform their peer group, defining and exemplifying supply chain excellence.
Supply Chains to Admire Analysis 2022_2022 presentation.pptxLora Cecere
Supply Chains to Admire is a data-driven analysis based on public reporting of manufacturing and retail companies. The research evaluates which public companies drove improvement while outperforming their peer groups on performance metrics and value for the ten-year period of 2012-2021. The 25 winners are a testimonial to supply chain resilience.
Building Outside-in Supply Chain ProcessesLora Cecere
This document discusses outside-in processes and their importance for supply chain planning. It is authored by Lora Cecere, founder of Supply Chain Insights. Some key points:
- An outside-in process starts with market data from sources like weather patterns, geolocation data, and product reviews to understand demand. This is opposed to starting from a supply-side view.
- Outside-in processes are important because assumptions about logistics and demand are no longer valid given increased volatility. Starting from customer demand provides more accuracy for planning.
- Most companies still operate with functional silos rather than taking a holistic, outside-in view of planning across the end-to-end supply chain. This can
The Role of Analytics In Defining The Art Of The PossibleLora Cecere
Analytics capabilities are evolving faster than organizations can adopt them into their processes. Here we share the research of 92 respondents in their journey to use new forms of analytics in their digital transformation journey.
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