Llamasoft presentation2

Defining Supply Chain Excellence

June 2014

Supply Chain Insights LLC Copyright © 2014, p. 2

Do we Have Best Practices?


Supply Chain Insights is focused on delivering independent, actionable and objective advice for

supply chain leaders.

A company dedicated to research, turn to us when you want the latest insights

on supply chain trends, technologies to know and metrics that matter.

About Us


Agenda

Vision

History of Our Work

Resiliency Patterns and Mathematical Calculation

Why It Matters To You

Use of Network Design Technologies

What's Next?

#sciwebinar


To develop a methodology to help supply chain leaders define supply chain improvement. To be effective, it had to:• Evaluate progress over time by peer group.• Be objective and data driven.• Compare progress of companies across currencies. • Enable the comparison of progress of companies regardless of size:

very large to mid-market companies.• Connect supply chain performance to corporate performance.• Use standardized, and available data.

Our Vision


Today’s Supply Chain

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Supply Chain Risk

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A Supply Chain is a Complex System

with Complex Processes

with Increasing Complexity

Our Belief

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Resilient and predictable

Balanced across the set of metrics to maximize value

Showing year-over-year strength against peer group

Desired Corporate Performance

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The Supply Chain Effective Frontier:First Representation

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While we like this framework, there is no good source of consistent and accurate data for:

– Forecast Accuracy– Case Fill Rate– Corporate Social Responsibility

Problem with this Framework

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The Supply Chain Effective Frontier: Second Representation

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In most supply chains, complexity has risen throwing the supply chain out of balance. We find that nine out of ten companies are stuck at the intersection of inventory turns and operating margin.


The Efficient Supply Chain is Not Effective


Intersection of Operating Margin and Inventory Turns

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Companies Get More Serious With A Recession

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Agenda

Vision

History of Our Work


Supply Chain Index


What's Next?

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Mining 20 Years of Financial Data

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Correlations to Market Capitalization

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How to Read an Orbit Chart

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Consumer Value Network Performance2006-2012


Agenda

Vision

History of Our Work


Supply Chain Index

Use of Supply Chain Network Technologies

What's Next?

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Supply Chain Metrics That Matter Reports

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What is Resiliency?

Tightness of the Pattern on the Orbit Chart for Operating Margin and Inventory Turns


Resiliency 2000-2012

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Agenda

Vision

History of Our Work


Supply Chain Index


What's Next?

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Overall Ranking per Company• Balance: Return on Invested Capital & Revenue Growth Vector Trajectory (30%)• Strength: Inventory Turns & Operating Margin Vector Trajectory (30%)• Resiliency: Inventory Turns & Operating Margin Mean Distance (30%)• Peer: Peer Rankings by Industry (10%)

The Supply Chain IndexA new way to measure relative supply chain performance by industry, based on 4 components: balance, strength, resiliency and peer rankings.

Supply Chain Index: A Measure of Supply Chain Improvement

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The Index Framework

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Supply Chain Index

30% 30% 30% 10%

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What is the right weighting? What is the right time period?


An exclusive, invitation-only group of senior supply chain leaders (330 at present):• Two private networking events/year• One-on-one networking as needed• Invitations to rank companies for the

Supply Chain Index (one per company)• Monthly calls on specific topics

Next Steps: Shaman’s Circle

Consumer Packaged Goods


Supply Chain Index: Consumer Products2006-2012

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Colgate and P&G(2000-2012)

Source: Supply Chain Insights LLC, Corporate Annual Reports 2000-2012

0.10 0.15 0.20 0.254

5

6

7

2000

2012 2000

2012

Colgate-Palmolive Company Procter & Gamble Company

Operating Margin

Inv

en

tory

Tu

rns

Best Scenario

CL0.21, 5.7

PG0.18, 5.7

Average (Operating Margin, Inventory Turns)


P&G and Unilever2000-2012


Supply Chain Index: Consumer Products2009-2012

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• Beauty category gains ground. Heavier CPG products lose ground as the cost of transportation increases.

• L’Oreal, Beiersdorf and Unilever improve. Colgate falls.

Consumer Products Comparison

Food and Beverage


Supply Chain Index: Food and Beverage2006-2012

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Campbell Soup and Hershey(2000-2013)


General Mills and Kellogg’s2000-2012


Supply Chain Index: Food and Beverage2009-2012

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• Nestle, Smuckers, PepsiCo, Inbev and Conagra make significant gains.

• General Mills and Coca-Cola Enterprises fall.

Food and Beverage Comparison

Chemical


Supply Chain Index: Chemical2006-2012

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Inventory Turns vs. Operating Margin(2000-2012)

Source: Supply Chain Insights LLC, Corporate Annual Reports 2000-2012

0.00 0.10 0.20 0.303

4

5

6

7

8

2000

2012

2000

2012

BASF SE E. I. du Pont de Nemours and Company

Operating Margin

Inv

en

tory

Tu

rns

Best Scenario

BAS0.10, 5.3

DD0.10, 4.0

Average (Operating Margin, Inventory Turns)


Supply Chain Index: Chemical2009-2012

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• BASF and Dow Chemical move up the stack. • Dow improves post Rohm and Haas acquisition.• DuPont, FMC and Ecolab drop in the rankings.

Insights on Chemical


Agenda

Vision

History of Our Work


Supply Chain Index


What's Next?

#sciwebinar


Study Overview


Definition Given to Respondents


Who Uses the Technology


Focus


Frequency


• Nine out of ten companies are stuck on the Effective Frontier. The project approach versus a clear operating strategy is detrimental.

• Supply chain resiliency is improving. However, the lack of resiliency of contract manufacturing and 3PLs should be a risk concern for manufacturers.

• The Index favors companies with a high ROIC. Companies that have increased complexity, lost margin and have not more fully utilized assets are penalized in the rankings.

• Those the score higher on the Effective Frontier within a peer group are good at planning and network design.

What Have We Learned?

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Do we Have Best Practices?

My Answer: I think that we have past practices that are evolving.

Questions?

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Annual Event


Metrics That Matter

• Lora Cecere’s 2nd book: Metrics That Matter

• To publish in Fall 2014

http://tinyurl.com/metricsthatmatter

Pre-orders available on Amazon:

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What’s Happening at Supply Chain Insights?

www.supplychaininsights.com

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About Lora Cecere

• Founder of Supply Chain Insights

• Invited to be a “LinkedIn Influencer”

• Invited to write a guest blog for Forbes

• Author of 2 books: Bricks Matter (2012) and Metrics That Matter (to publish Fall of 2014)

• Partner at Altimeter Group (leader in open research)

• 7 years of Management Experience leading Analyst Teams at Gartner and AMR Research

• 8 years Experience in Marketing and Selling Supply Chain Software at Descartes Systems Group and Manugistics (now JDA)

• 15 Years Leading teams in Manufacturing and Distribution operations for Clorox, Kraft/General Foods, Nestle/Dreyers Grand Ice Cream and Procter & Gamble.

Contact Information: • Email: [email protected]• Blog: www.supplychainshaman.com (6000 pageviews/month)• Forbes: http://www.forbes.com/search/?q=lora+cecere• Twitter: lcecere (4800 followers)• LinkedIn: linkedin.com/pub/lora-cecere/0/196/573 (7000 in the network)

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