Supply Chain Index Rankings for 2006-2013 and 2009-2013
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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.
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Today, there are higher demands for customer service in the organization. The cadence of customer requests and new requirements increases each year. Accurate transmission of these requests into action is problematic. The environment has grown more dynamic. Order cycle time is shrinking. There is continuous pressure to reduce costs and improve customer service. Demand volatility reigns. Product variants and master data issues abound. Voice-directed warehousing offers promise, but how do companies rationalize the capital costs?
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Submission to Journal of Logistics
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
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Teams claim that they are building end-to-end supply chain processes; but we do not find that this is true. Despite the growing need to automate the extended supply chain, the focus of most companies is on enterprise automation. The process flows of the extended supply chain are dependent on spreadsheets and Electronic Data Interchange (EDI). It is not sufficient.
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Healthcare Study - Feb-Apr 2013 - Healthcare Provider Summary Charts
How Do We Heal the Healthcare Value Chain?
Over the last decade, as shown in figure 1, the hospital supply chain has been one of the few that has improved operating margin, reduced inventory and improved revenue/employee. In contrast, the manufacturing suppliers to the hospital organization have grown inventories and struggled to preserve margins. Across the value chain from the patient to the raw material suppliers, total inventories have grown and costs have escalated. With pending regulations, hospitals are being forced to rethink processes, redefine value and work more holistically to improve sourcing practices. The suppliers to the hospital systems are having to rethink their systems to rethink the customer (from selling to the physician to selling to a more formal buying organization based on patient outcomes) and adapt to the new processes within the hospital for value analysis.
Supply chain processes within the hospitals have matured. Hospitals have made more progress on improving cash-to-cash cycles than their upstream manufacturing trading partners. They have reduced inventories and attempted to work with suppliers. As shown in figure 2, it is notable to see that this industry is one of the few where downstream trading partners have actually improved payable terms for their suppliers.
The future lies before the healthcare provider. As the provider of patient care, they have the greatest potential to lead in the healthcare value chain’s redesign to improve value. They have come a long way, but the changes have been incremental. They have focused primarily on traditional sourcing techniques; not a redesign of the healthcare value chain from the outside in, and the redefinition of complex and antiquated processes.
Logimed may7
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.
Improving supply chain strength resiliency webinar lora final_loras comments2
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.
Retail Scorecards Study 2014 - Summary Charts
Executive Overview
Retail scorecards are now more than a decade old. The companies in this study had an average of more than five years of experience using retail scorecards. Buyers and suppliers now manage multiple scorecards simultaneously (in the same relationship) in trading partner communications. The most common scorecards are focused in the areas of supply chain.
As with any relationship, there is always a carrot and a stick. A carrot, or an incentive to do better, is a positive reward system given to affirm good behavior; while a stick is a punitive action for an unwanted behavior. Today, in the administration of retail scorecards, they are more focused on deductions and the withholding of payment.
The primary value of the retail scorecard is the improvement of on-time and in-full shipments. Both parties have the opportunity to use the scorecard to improve assortment and reduce total costs. Today, these opportunities are aspirational. Here we share the insights from the study and end with recommendations for both trading partners.
Supply Chain Edge: Building a Better Supply Chain Survey Results
The supply chain is a vital part of every manufacturing and distribution company, and can represent as much as 70 percent of a company’s operational costs. Yet many small and medium-size businesses (SMBs) often struggle to build and sustain the supply chain capabilities necessary to compete effectively and grow. Recent research by Supply Chain Edge sheds light on the state of SMBs’ supply chain capabilities and identifies areas in which companies are excelling and struggling. Read our full research report, or our summary presentation, to learn more about our research findings. http://www.supplychainedge.com/insights/building-a-better-supply-chain/
Presentation at the Chief Supply Chain Officer Conference on June 19th
Presentation given at the CSCO conference in Chicago on June 19th. Discussion on why companies are stuck on the Effective Frontier of balancing growth, profitability, cycles and complexity. The answer lies in redesigning the processes outside-in and orchestrating demand and supply in market-driven processes through new forms of technology. We need to embrace the new and learn from the old while holding ourselves accountable to the balance sheet.
The Power of Voice Study: The Value Proposition of Voice-directed Warehousing...
A warehouse is not a warehouse and a supply chain is not a supply chain. They come in various sizes, varieties and with different requirements. They vary by industry and product requirements. It is hard to generalize. They need to be designed and fit for purpose, but there is no question that they are growing more complex. As complexity increases, manufacturers and distributors are seeking new ways to optimize customer service requirements with rising labor costs.
One of these options is voice-directed warehousing. Voice-directed warehousing—where a warehouse worker is directed to perform tasks based on voice automation using a headset—is now over twenty years old. It enables a worker to process orders “hands-free and eyes-free” improving safety, quality and productivity. The processes are maturing and the technologies are increasing in capability. We have moved from early adopter, or early experimentation with the technology, to main market adoption where mainstream manufacturers and distributors are trying to rationalize the value proposition. This report is designed to answer the question, “What is the value of voice?” for the supply chain leader. The top reason that supply chain leaders use the technology is to improve the quality of loads to the customer. Here we tell this story.
Today’s warehouses are more complex than ten years ago. Products and channels have proliferated, late-stage customization requirements have increased, the number of temperature environments has multiplied (e.g., cold chain, frozen etc.), and warehouse employee turnover is greater than ever before. Customer service requirements have increased and as a result, a greater percentage of products are picked by either the “each,” the “case,” or the “layer” in the modern warehouse.
Today, there are higher demands for customer service in the organization. The cadence of customer requests and new requirements increases each year. Accurate transmission of these requests into action is problematic. The environment has grown more dynamic. Order cycle time is shrinking. There is continuous pressure to reduce costs and improve customer service. Demand volatility reigns. Product variants and master data issues abound. Voice-directed warehousing offers promise, but how do companies rationalize the capital costs?
Additionally, compliance regulations loom. How will the warehouse adapt to product serialization in pharmaceutical companies? What will field to fork legislation mean for food and beverage manufacturers? How will product tracking and customization for REACH impact flows? There are more questions than answers. The only thing that is known is the warehouse will be rife with change.
Supply Chain Metrics That Matter
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 webinar june 11 final
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 index webinar for healthcare
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.
Organizational Alignment Study-Summary Charts-May 2013
Organizational alignment matters. There are 3 key techniques to improve alignment and combat supply and demand volatility: clear agility definition, sales and operations planning, and supply chain center of excellence.
Assessing the Need for a Mobile Application to Engage Physicians
Presented at the Mobile Engagement Forum, Chicago, May 2014
Mobile applications are the shiny new toy in multi-channel marketing, and many marketing teams are ready to jump into developing mobile applications for any and every new product or therapeutic area served within a pharmaceutical or medical device company. Prior to spending a considerable amount of time, resources and budget, digital marketers should take a step back and truly analyze the benefits of deploying a mobile application for physician engagement. Depending on the product, disease state or targeted physician audience, mobile applications may not always be the optimal choice to drive physician engagement and create further brand awareness.
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Supply Chain Visibility in Business Networks - Summary Charts - 11 MAR 2014
Supply Chain Visibility in Business Networks - Summary Charts - 11 MAR 2014
Guy Smith from Cisco Capital at The Leasing Foundation Third Annual Conference.
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Healthcare Study - Feb-Apr 2013 - Healthcare Provider Summary Charts
Healthcare Study - Feb-Apr 2013 - Healthcare Provider Summary Charts
Improving supply chain strength resiliency webinar lora final_loras comments2
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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.
Submission to Journal of Logistics
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:
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River of Demand - ALL RIVERS with QR.pdf
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.
NOW 2022 Conference Lora Cecere
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.
Digital Transformation Western Digital
Western Digital Supply Chain journey on digital transformation presented at the Supply Chain Insights Global Summit 2022.
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Presentation by Rick McDonald, Clorox, for the Supply Chains to Admire presentation at the Supply Chain Insights Global Summit 2022
Sleep Number Supply Chain's To Admire.pptx
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.
Future of Healthcare--2030
Presentation by Stephen Downey, Cleveland Clinic on the Future of Healthcare at the Supply Chain Insights Global Summit
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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.
Supply Chains to Admire Award Winner
Presentation by Kevin Carpenter, Vice President of Toro at the Supply Chain Insights Global Summit. A 2022 Supply Chains to Admire Winner.
Navigating the Talent Crunch
Presentation by Hannah Kain, CEO of Alom at the Supply Chain Insights Global Summit on September 8th in Washington DC.
Use of Social Tokens in Supply Chain
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.
Lora Cecere Opening Presentation Imagine 2022.pptx
Opening presentation of the Supply Chain Insights Global Summit to help attendees better understand the current state.
Summary Pilot Work Project Zebra
We are nearing the end of the second year of work for Project Zebra to understand the value of outside-in processes. Here we share the results.
Rivers of Demand
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.
Building Outside-in Planning Processes
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.
Supply Chains to Admire 2022
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.pptx
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 Processes
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 Possible
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- 1. The Supply Chain Index 2006-2013 and 2009-2013
- 3. Consumer Packaged Goods 2006-2013 Supply Chain Insights LLC Copyright © 2014, p. 3
- 4. Consumer Packaged Goods 2009-2013 Supply Chain Insights LLC Copyright © 2014, p. 4
- 5. Food & Beverage 2006-2013 Supply Chain Insights LLC Copyright © 2014, p. 5
- 6. Food & Beverage 2009-2013 Supply Chain Insights LLC Copyright © 2014, p. 6
- 7. Chemical 2006-2013 Supply Chain Insights LLC Copyright © 2014, p. 7
- 8. Chemical 2009-2013 Supply Chain Insights LLC Copyright © 2014, p. 8
- 9. Apparel 2006-2013 Supply Chain Insights LLC Copyright © 2014, p. 9
- 10. Apparel 2009-2013 Supply Chain Insights LLC Copyright © 2014, p. 10
- 11. Supply Chain Insights LLC Copyright © 2014, p. 11 Paper 2006-2013
- 12. Supply Chain Insights LLC Copyright © 2014, p. 12 Paper 2009-2013
- 13. Supply Chain Insights LLC Copyright © 2014, p. 13 Retail 2006-2013
- 14. Supply Chain Insights LLC Copyright © 2014, p. 14 Retail 2009-2013
- 16. Hospital 2006-2013 Supply Chain Insights LLC Copyright © 2014, p. 16
- 17. Hospital 2009-2013 Supply Chain Insights LLC Copyright © 2014, p. 17
- 18. Pharmaceutical 2006-2013 Supply Chain Insights LLC Copyright © 2014, p. 18
- 19. Pharmaceutical 2009--2013 Supply Chain Insights LLC Copyright © 2014, p. 19
- 20. Medical Device 2006-2013 Supply Chain Insights LLC Copyright © 2014, p. 20
- 21. Medical Device 2009-2013 Supply Chain Insights LLC Copyright © 2014, p. 21
- 23. Automotive 2006-2013 Supply Chain Insights LLC Copyright © 2014, p. 23
- 24. Automotive 2009-2013 Supply Chain Insights LLC Copyright © 2014, p. 24
- 25. Auto Suppliers 2006-2013 Supply Chain Insights LLC Copyright © 2014, p. 25
- 26. Auto Suppliers 2009-2013 Supply Chain Insights LLC Copyright © 2014, p. 26
- 27. Contract Manufacturing 2006-2013 Supply Chain Insights LLC Copyright © 2014, p. 27
- 28. Contract Manufacturing 2009-2013 Supply Chain Insights LLC Copyright © 2014, p. 28
- 29. Semiconductor 2006-2013 Supply Chain Insights LLC Copyright © 2014, p. 29
- 30. Semiconductor 2009-2013 Supply Chain Insights LLC Copyright © 2014, p. 30
- 31. Consumer Electronics 2006-2013 Supply Chain Insights LLC Copyright © 2014, p. 31
- 32. Consumer Electronics 2009-2013 Supply Chain Insights LLC Copyright © 2014, p. 32