Strategic Benchmarking in the Supply Chain Triangle (Part 2)
Is it possible to use a company's public financial data to strategically benchmark inventory? Bram answers this in the two part conclusion to his 'Inventory Benchmarking’ blog series.
Is it possible to use a company's public financial data to strategically benchmark inventory? Bram answers this in the two part conclusion to his 'Inventory Benchmarking’ blog series.
Is it possible to use a company's public financial data to strategically benchmark inventory? Bram answers this in the two part conclusion to his 'Inventory Benchmarking’ blog series.
As a novice in the supply chain field I assumed that inventory levels are the thermometer for managing a company. I soon learned that this was a big mistake.
Though it sounds like a joke, many executive teams are exactly on this path. In this blog, we’ll define why and how to avoid an infamous future.
In this post we talk about how to align the Supply Chain Triangle with your business strategy and the three types of leader strategies observed by Treacy and Wiersema: Product Leaders, Opex Leaders, and Customer Intimacy Leaders.
As a follow-up on two earlier blogs ‘Balancing Cash Cost and Service: The Supply Chain Triangle’ and ‘The Best Practice Frontier in the Supply Chain Triangle.’ Bram explains the importance of using financial benchmarking for inventory turns and working capital.
The day is nearing where the next CEO will be a former VP of Supply Chain. Continue to develop your skills and you will become a great fit for that position in the future.
In many companies we see a lack of alignment between the three corners of the Supply Chain Triangle, so let's take the triangle into three dimensions and explain the concept of the “best practice frontier”.
What will the Supply Chain be like in the year 2020? In the evolution of supply chain, people, process and technologies must be aligned correctly to achieve maximum results, and leaders must connect the dots to ensure supply chain becomes more market driven.
We believe that when building your supply chain career, you should build in lateral moves, growing both horizontally and vertically. Will you have the necessary skills to build the supply chain of the future, balancing service, cost and cash, in order to maximize ROCE?