Steve Boyd

About Steve Boyd

Steve spent 43 years in corporate America, including 30 years experience in supply chain. As a Lean Six Sigma Black Belt he found deep dives into exploring data connections most rewarding, however, only when coupled with results. From volume and variability analysis for Sales & Marketing in DuPont to automation of critical inventory trends and issues at Kuraray, its what works that counts. As inspired by Eli Goldratt’s “Necessary but Not Sufficient”, he’s developed several simple supply chain techniques using ERP software data to customize a business for higher levels of performance. Now he brings them to you.

A Six-Step Process for Demystifying Your Safety Stock Process

Do others challenge your safety stock selections? Are you in need of a safety stock process or policy? Want to take the drama out of your safety stocks? Use this collaborative six-step process to demystify your safety stock process and a create buy-in.

By | July 10th, 2018|Memoirs of a Black Belt, Safety Stock|0 Comments

ABC Segmentation for Inventory Management

A look at how you can use product and customer ABC segmentation for Inventory management.

By | June 19th, 2018|Inventory Management|0 Comments

Phase-In / Phase-Out Planning: Another Descriptive Statistic for managing inventory

Make your obsolete inventory more visible with these simple phase-in phase-out planning techniques.

By | April 24th, 2018|Memoirs of a Black Belt, Supply Planning|0 Comments

How to Track Your Inventory Stock Out Levels Using These Severity Codes & Alerts

In an ideal world, your products would have on-shelf availability whenever your customer needs them. However, this is often not the case for many businesses. It’s also essential to note that, not all stock outs or out-of-stock(OOS) carry the same severity levels or require the same form of actions. In this blog post, we’ll discuss a simple coding system using descriptive analytics that can help you easily identify different severity levels for your stock out.

By | March 15th, 2018|Inventory Management, Memoirs of a Black Belt|0 Comments

How to Measure Inventory Effectiveness

I discussed some of the possible pitfalls when using inventory turnover as a measurement for effective inventory management. In this post, I’ll describe a simple technique for measuring inventory effectiveness.

By | March 6th, 2018|Inventory Management|0 Comments

Look beyond the Turnover Ratio! Here’s a Simple Way to Create an Effective Inventory Management Process

Use this simple tool for identifying areas of potential improvement in the business to create an effective inventory management process. This type of measurement allows for a more widespread understanding of the nature of inventory and fosters action to prevent a build-up of non-value-adding "drag".

By | February 20th, 2018|Inventory Management, Uncategorized|0 Comments

Improving Data Visibility with Descriptive Statistics: How to visualize the Product-Volume-Variability-Velocity Matrix

Using descriptive statistics, you can improve data visibility by creating a snapshot of your product volume, variability, and velocity. Here’s how.

By | January 18th, 2018|Memoirs of a Black Belt, Supply Chain|0 Comments

Implementing an S&OP System? Here’s How to Make Your Data Work for You

A look at some of the S&OP implementation best practices for managing your data. Now I’m not going to say, “Ask not what your data can do for you, but ask what you can do for your data.” In the past, I was under the impression that going through a system implementation process of setting up product hierarchies would mark the end of the process. I must now say, there’s more to the story.  

By | December 19th, 2017|Memoirs of a Black Belt, S&OP|0 Comments

Who Should Take Ownership of Finished Product Inventory Management?

I mean who suffers directly when finished product inventory runs amuck by level, mix, or availability? Well, we all do, don’t we? After all, if we made it and can’t sell it, what have we done? Or, what if we promised it to customers but haven’t made it? Until we give finished goods velocity, no profits roll into the business meaning, no revenue (assuming when it sells, it gains velocity). Just think of the other side of the coin when it goes to the scrap heap for a write off (terminal velocity).

By | November 9th, 2017|Inventory Management, Memoirs of a Black Belt|0 Comments

Using Descriptive Analytics to Improve Supply Chain Visibility for Variability, Velocity, Volume, and Variety.

In this guest blog series titled: “Memoirs of a Black Belt,” Stephen Boyd a Lean Six Sigma Black Belt and 30-year supply chain veteran, shares his insights on achieving higher levels of performance using data from existing systems. All opinions expressed in guest authors may not reflect Arkieva’s view on the subject.

By | September 25th, 2017|Memoirs of a Black Belt, Supply Chain|3 Comments

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