The Business Intelligence & Supply Chain Management Challenge: Create Profit, Service Level & Working Capital Improvement - A Thought Leadership White Paper
Fashions change, seasons change, and so does your supply chain. So, when was the last time you looked at your entire supply chain process to determine if it is keeping up with the times? Recent supply chain management developments have dramatically changed how your business can compete; supply chain versus supply chain. Yes, your supply chain can be a competitive advantage and a source of business value to your company. You know your supply chain management needs to be updated when…well; it actually can be a little bit different for every company. But, if you have not examined your inventory and supply chain “drivers”, in some time, and have not fully recognized the value of new “business intelligence” applications, then maybe it’s time to take a look at how some new innovations can impact profit, service level and working capital improvement. Fortunately, even small companies can look and act big, challenging their thinking about their supply chains and implementing practical and realistic solutions.
For at least 30 years now, manufacturing enterprises have sought ways to better anticipate and synchronize their supply and demand of products utilizing a Sales, Inventory & Operations Planning (SI&OP) process. Done well, it enables effective “total supply chain management”. As to success, to one degree of another some report that they are less than satisfied with the results of their initiatives as well as getting different stakeholders of an enterprise on the same page. Many still believe that planning systems don’t need to have - or prefer little sales input (and certainly no ownership) - and that it doesn’t need to get “tested” against the supply chain’s ability to provide product availability. SI&OP forces that dialogue among the stakeholders.
A THOUGHT LEADERSHIP WHITE PAPER
Where Are We Today? Wholesale Distributors have been in the business of managing their inventories for years…even generations. Yet most appear to be satisfied with the typical 3 to 4-inventory turns a year (some a little more, some a little - or a lot less). Frankly, I don’t understand why this is acceptable in an era where profits, cash flow and competitive advantage are critical success factors.
Eliminating the nonvalue-added activities, and inventory, is the greatest potential source of improvement in a wholesale-distributor’s performance. Click below to read full article.
Manufacturers with mature Supply Chain practices are 40% more profitable than manufacturers with less mature SCM practices. Read Article by clicking on link below.
Howard W. Coleman has worked with over 145 clients in distribution management and manufacturing consulting engagements.