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Supply Chain Management - Topic Directory
Recent TopicsSelecting and Using Metrics to Manage Logistics PerformanceIf you've heard it once, you've heard it a thousand times: what gets measured, gets done. Choosing the right metrics and key performance indicators is critical to managing logistics performance, but selecting metrics is fraught with challenges. Every metric, whether it is used explicitly to influence behavior, to evaluate future strategies, or simply to take stock, will affect actions and decisions. Many metrics seem right and are easy to measure, but have subtle, counter-productive consequences. Other metrics are more difficult to measure, but focus the enterprise on those decisions and actions that are critical to success. The key is identifying measures that achieve a balance between these sometimes competing issues. So, while it is easy to pick a set of metrics, it is hard to select a good set of metrics that accelerates seamless and collaborative planning across the organization to ensure that everyone is operating from the same playbook — and toward the same end goal. This meeting focused on the metrics and KPIs companies utilize to manage the performance of their logistics functions and the rationale behind their selection.
Indirect Spend ManagementThe goal of this special interest group is to provide a learning forum for participants to share practices, discuss challenges, offer candid advice and glean actionable insights into strategies their companies have found effective for improving the management of their product and service spend in indirect categories such as telephony, IT, travel, marketing, freight/logistics, MRO, and Human Resources. Managing Total Supply Chain CostToday more than ever, competitive pressures and the drive to increase profitability are driving firms to manage and reduce total supply chain cost. Although measuring and monitoring the comprehensive set of components that make up total cost (materials acquisition, order management, distribution, carrying costs and others) can present a daunting challenge, holistic cost management presents a significant opportunity for nearly any company. According to the Supply Chain Council, a 1% reduction in supply chain cost impacts financials as much as a 4%-12% increase in revenue. At this meeting, member companies shared and discussed their approaches to measuring and managing total supply chain cost, and strategies for reducing cost that have proved effective in the current environment. Past TopicsTransportation Management Leading PracticesAs transportation becomes increasingly complex and dynamic, successfully managing a mix of modes to balance customer service level and cost is more challenging - and important - than ever before. This section contains presentations and materials from past Supply Chain Management Peer group meetings related to transportation management strategies and practices.
Supply Chain AnalyticsIn today's complex supply chains, data analytics is becoming increasingly important - and necessary - for driving both performance improvements and cost reduction. Meetings in this topic section explore the use of analytical tools to make decisions based on data.
Creating a Leaner Supply Chain In today's challenging economic environment, continuous improvement in all of a company's supply chain processes is more important than ever for survival and success. The mindset, methods and tools of Lean - originally conceived for the manufacturing floor - are just as powerful for improving other supply chain processes, such as procurement, warehousing and transportation. At this meeting, the presentations and discussion explored methods of measuring the "leanness" of non-manufacturing supply chain processes, benchmarking target values for those measures, and real-world examples of how member companies have implemented Lean methods and tools to "do the right things right" in an effort to reach their supply chain's full potential.
Supply Chain Optimization: Focus on Inventory ManagementEffective inventory management is critical to both customer satisfaction and the financial performance of any manufacturing, distribution, or retailing enterprise. It is also one of the most complex supply chain management challenges for many companies, as no single "silver bullet" exists for deciding upon and executing an inventory policy that is appropriate for every component or product of any company. Rather, optimizing inventory levels requires a combination of high-level organizational commitment, sound processes, and effective tools. Supplier Performance ManagementSPM is a management program and set of processes that define, measure, and collaboratively enhance supplier performance to meet business goals. Effective SPM can reduce material costs, optimize overall supply chain costs, and reduce supply chain risk.
Effective Alignment of Demand Forecasting & Supply PlanningThe "holy grail" of supply chain management is having an effective method for gathering and synchronizing market data with production output and/or inventory levels. However, the realities of demand volatility and the inability to "plan the customer" conspire to pose significant challenges for many companies' demand forecasting and supply planning processes. This meeting focused on member companies' experiences with demand forecasting and planning, as well as their processes for aligning demand and supply. Kevin Smith of UWEBC member Kraft Foods described the company's approach to collaborative demand planning, and guest presenter Allan Kauth of Oliver Wight (originator of the S&OP process) shared best practices for integrating demand and supply using a sales and operations planning process. A subsequent discussion focused on the experiences of member companies and the strategies they are pursuing to improve demand forecasting and integrate demand and supply plans using S&OP. Doing Business in ChinaHaving experience in the international market has become very important. There are many business opportunities surrounding the outsourcing of manufacturing and services. Developing a direct manufacturing relationship with China will have a large impact on business in the United States. One needs to understand the cultural diversity in order to understand why business practices are different in China.
Global SourcingIn today's ever-changing economy, supply chain dependent economic variables are constantly changing. Therefore, sourcing goods from around the world to remain price competitive has become all the more difficult. Through the use of emerging tools, global sourcing managers are now able to model the financial scenarios associated with different sourcing options. The result can be a direct reduction in the Total Supply Chain costs for an organization. Import/Export Processes and Compliance PracticesThis meeting focused on identifying best practices for import/export processes and compliance practices. Member companies Rockwell Automation and Brunswick Corporation each shared their approaches with import/export and compliance activities. The individual presentations were then followed by a group discussion of other company's experiences.
International Transportation Trends & Response StrategiesThis section contains presentations and materials from past Supply Chain Management Peer group meetings related to international transportation management strategies and response strategies.
Preparing for Economic Recovery: Ensuring Supply Chain ReadinessEvidence is mounting that the economy has finally bottomed out. A growing number of economists and analysts predict an imminent return to positive GDP growth - whether the recovery be a V, L, W or some other shape. However, the Great Recession has had a severe impact on many industries. Firms have scaled back personnel, capacity, inventory and other key supply chain inputs that will require lead time to restore. Will these firms be able to adjust in time to seize the opportunity when growth returns to their industries? Companies that begin planning now will be in a position to detect and respond quickly to greater demand - and to gain profitable market share. Those not so prepared will lose out. This meeting focused on key supply chain considerations to prepare for economic recovery - and how member companies are planning for a return to growth.
Spotlight on Sourcing: The Outsourcing DecisionThe focused discussion segment of this meeting centered on important outsourcing concepts and strategies, as well as leading practices for undertaking the analysis of an outsourcing decision. Guest presenter Deere & Company provided a detailed overview of an emerging outsourcing strategy the company is developing. Discussion topics included: Key drivers of outsourcing, selecting outsourcing candidates, calculating outsourcing costs, evaluating outsourcing partners, and a structured process for making an outsourcing decision. Member companies shared their outsourcing experiences.
Strategic Sourcing Best PracticesIncreased pressure to reduce costs, coupled with rising energy and commodities prices, are driving many firms to take a fresh look at how they purchase products and services. For many, the answer lies in implementing a strategic sourcing process - a disciplined, systematic approach to supplier selection and spend management. This meeting focused on how UWEBC member companies are applying best practices to transform their procurement organizations by establishing strategic sourcing programs. Member companies Plexus and Schneider Logistics shared their respective approaches to strategic sourcing. Following the presentations, member companies discussed the key issues and challenges in executing strategic sourcing, and potential strategies for addressing them.
Supplier VisibilityVisibility and Event Management can help companies ensure they get the right amount of the right product at the right time. Calling to see if and when you will be receiving an order takes time and reduces productivity. Event Management can help lower inventory costs by 15% to 20% and can reduce expediting costs by 50% or more.
Supplier Portals and IntegrationBecoming integrated with your suppliers can dramatically improve the efficiency of your supply chain. Tools like supplier portals and EDI are proven methods for collaborating with your suppliers. Supply Chain CollaborationThe focus of this meeting was supply chain collaboration and the approaches taken by companies to align goals, increase information sharing, and integrate processes with both suppliers and customers. Ed Marien from the UW-Madison School of Business Executive Education program and Tom Marshall, Vice President of Helgesen Industries, shared their respective experiences with collaboration efforts. Following the presentations, member companies discussed the requirements for successful collaboration, common challenges and experiences.
Supply Chain Measurement Best PracticesThis meeting focused on identifying best practices for measuring all aspects of your supply chain. We defined the primary supply chain processes (e.g., source, make, deliver, etc.) and discussed metrics at the process level as well as some overall supply chain performance metrics.
Supply Chain Operations Reference ModelThe Supply-Chain Operations Reference-model (SCOR) is the product of the Supply-Chain
Supply Chain Optimization: Focus on Network Design and AnalysisDecisions regarding a company's supply chain "footprint" are critical because they determine the supply chain's configuration and establish constraints within which other drivers can be used to either decrease supply chain cost or increase service levels. As firms change in size, expand or reduce offerings, and employ new technologies, many are realizing the significant impact these changes can have on their supply chain networks, and in response, are seeing the need to reevaluate their network strategy more frequently. This meeting focused on the approaches, methods, and tools UWEBC members are using to analyze, design, and optimize their supply chain networks.
Supply Chain Optimization: Focus on TransportationFirst in a series of Peer Group meetings devoted to supply chain optimization-related topics, the discussion and case studies at this meeting centered on processes and tools for optimizing the transportation function. Member companies Schneider National and RedPrairie shared their respective expertise with transportation optimization applications and methods, as well as the capabilities of basic optimization solvers and commercially-available Transportation Management System packages. Following the presentations, members discussed specific optimization examples in a round robin format. The objective function, constraints, parameters, and decision variables were identified for several examples, and the overall approach to solving transportation optimization problems was outlined.
Supply Chain Visibility and Event ManagementThis meeting focused on identifying best practices for achieving supply chain visibility. Member companies RedPrairie, Rockwell Automation and Endries International each shared their approaches to creating visibility within their supply chains. The individual presentations were followed by a group discussion of other companies' experiences.
Using Lean and Six Sigma Approaches to Improve Internal Supply Chain ProcessesThe focused discussion segment of this meeting centered on important Lean and Six Sigma strategies, as well as leading practices for undertaking continuous improvement journeys. Member companies Rockwell Automation and Harley-Davidson each shared their experiences with Lean/Six Sigma projects. Discussion topics included: Combining Lean management and Six Sigma methodologies, leading continuous improvement practices, and how to organize and prioritize continuous improvement initiatives.
Warehouse Management Labor Productivity ImprovementWarehouse Management Labor Productivity Improvement is key in optimizing your employee hours. With labor productivity software you can improve the efficiency of your workforce while decreasing employee overtime and the overall number of employees it takes to operate the warehouse.
Webinar: Introducing the Tompkins Supply Chain Consortium Benchmarks & Best Practices DatabaseUWEBC member companies have access to the powerful Tompkins Supply Chain Benchmarks & Best Practices Database. This remarkable Web-delivered business tool collects data from the more than 300 Supply Chain Consortium member companies and serves up user-specific views of the information ranging from dashboard overviews to detailed drill-downs. Every bit and byte was entered by real-world supply chain practitioners based on their actual experience in the field. |
UWEBC CalendarJuly 2010
August 2010
September 2010 |
