I pride myself on being an expert in designing and implementing Sales, Inventory and Operations Planning. Companies that have a good SiOP process can’t imagine how to live without it. It is the key instrument for the CEO to navigate the business along the budget towards its strategic targets. In Part One of the SiOP series
I attended the Gartner conference in Phoenix and heard from many speakers and analysts. The key theme at the conference was that of a bimodal supply chain. For those who did not attend, this phrase might not mean much. In this post, I will try to explain this phrase.
How will Big Data change the way we work and approach the world?
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.
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.
Last week I wrote about my mistake of not paying enough attention to the math behind Return on Investment (ROI). I got a few comments from readers that made me think of elaborating from a Supply Chain planner’s point of view for why everyone in the supply chain should learn the ROI math.
One of the biggest mistakes a supply chain planner can do is have an aversion to learning the math behind ROI (Return on Investment) that can come from working on a business’s supply chain plans.