Presentation for the Demand-Driven Institute Conference on Friday

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Presentation on building a demand-driven organization to be given this Friday at the Demand-driven Institute conference.

Business

Supply Chain Insights LLC Copyright © 2015, p. 2
Get Prepared

Supply Chain Insights LLC Copyright © 2015, p. 3
Books for Your Bookshelf
Self-published
September 2014
Wiley
December 2014
Wiley
December 2012

Supply Chain Insights LLC Copyright © 2015, p. 4
Today’s Supply Chain is Stuck

Supply Chain Insights LLC Copyright © 2015, p. 5
Industry Overview

Supply Chain Insights LLC Copyright © 2015, p. 6
Why?

Supply Chain Insights LLC Copyright © 2015, p. 7
Demand
Signal
Accurate Weekly
Forecasting is ...
Delay from
Purchase to
Signal
What is Demand?
* Represents emerging markets

Supply Chain Insights LLC Copyright © 2015, p. 8
Fallacy #1: Functional Excellence
#sciwebinar

Supply Chain Insights LLC Copyright © 2015, p. 9
Fallacy #2: A Project-based Focus
#sciwebinar

Supply Chain Insights LLC Copyright © 2015, p. 10
Companies Get More Serious
With A Recession: But Cannot Sustain It
#sciwebinar

Supply Chain Insights LLC Copyright © 2015, p. 11
What We Expected

Supply Chain Insights LLC Copyright © 2015, p. 12
A Supply Chain
is a Complex System
with Complex
Processes
with Increasing
Complexity
What we Learned….
#sciwebinar

Supply Chain Insights LLC Copyright © 2015, p. 13
The Supply Chain Effective Frontier
#sciwebinar

Supply Chain Insights LLC Copyright © 2015, p. 14
Correlations to Market Capitalization
#sciwebinar

Supply Chain Insights LLC Copyright © 2015, p. 15
Orbit Chart: Wal-Mart
(Inventory Turns and Operating Margin)
#sciwebinar

Supply Chain Insights LLC Copyright © 2015, p. 16
Orbit Chart: Apple
(Inventory Turns and Operating Margin)
#sciwebinar

Supply Chain Insights LLC Copyright © 2015, p. 17
Orbit Charts: Dow Chemical Company
#sciwebinar

Supply Chain Insights LLC Copyright © 2015, p. 18
Orbit Charts: Mattel, Inc.
(Inventory Turns versus Operating Margin)
#sciwebinar

Supply Chain Insights LLC Copyright © 2015, p. 19
Orbit Chart: Procter & Gamble
(Inventory Turns and Operating Margin)
#sciwebinar

Supply Chain Insights LLC Copyright © 2015, p. 20
Overall Network: Inventory Turns versus
Operating Margin 2006-2012
#sciwebinar

Supply Chain Insights LLC Copyright © 2015, p. 21
Measuring Supply Chain Improvement
Overall Ranking per Company
• Balance: Return on Invested Capital & Revenue Growth Vector Trajectory (30%)
• Strength: Inventory Turns & Operating Margin Vector Trajectory (30% of score)
• Resiliency: Inventory Turns & Operating Margin Mean Distance (30%)

Supply Chain Insights LLC Copyright © 2015, p. 22
Supply Chains to Admire Methodology
Performance
Beats the industry
average for operating
margin, inventory turns
and ROIC for 2006-
2014 and 2009-2014
Improvement
Ranks above peer
group average on
The Supply Chain
Index for 2006-
2014 or 2009-2014
+

Supply Chain Insights LLC Copyright © 2015, p. 23
An Example: Food
#sciwebinar

Supply Chain Insights LLC Copyright © 2015, p. 24
Annual Study: Supply Chains To Admire
Supply Chains to Admire 2015 to be Announced at the Supply
Chain Insights Global Summit on September 9th and 10th

Supply Chain Insights LLC Copyright © 2015, p. 25
Comparing Companies
Strong in turns
… but
unbalanced
Both 1 and 3 have balance … but
company 1 knows how to
rebound after the financial crisis
 resilience

Supply Chain Insights LLC Copyright © 2015, p. 27
• Leadership
• Building of talent
• Outside-in processes
• Horizontal process focus
• Active and intentional design
• Supply chain planning
What Makes a Difference

Supply Chain Insights LLC Copyright © 2015, p. 28
Right Stuff?

Supply Chain Insights LLC Copyright © 2015, p. 29
Growing Talent Gap

Supply Chain Insights LLC Copyright © 2015, p. 30
Losing Ground

Supply Chain Insights LLC Copyright © 2015, p. 31
What does this Say to You?

Supply Chain Insights LLC Copyright © 2015, p. 32
State of IT Systems

Supply Chain Insights LLC Copyright © 2015, p. 33
The Role of ERP

Supply Chain Insights LLC Copyright © 2015, p. 34
IT Systems:
Importance & Satisfaction by Role & Supply Chain

Supply Chain Insights LLC Copyright © 2015, p. 35
State of Planning

Supply Chain Insights LLC Copyright © 2015, p. 36
Get Prepared

Supply Chain Insights LLC Copyright © 2015, p. 37

Supply Chain Insights LLC Copyright © 2015, p. 38
• It is not an evolution
• We are defining new
practices
• Learn, to unlearn, to relearn
Get Prepared

Supply Chain Insights LLC Copyright © 2015, p. 39
Questions?

Supply Chain Insights LLC Copyright © 2015, p. 42
Founder: Lora Cecere
• Founder of Supply Chain Insights
• “LinkedIn Influencer”
• Guest blog for Forbes
• Author of 3 books: Bricks Matter (2012), Shaman’s Journal (2014)
and Supply Chain Metrics That Matter (December 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: lora.cecere@supplychaininsights.com
• Blog: www.supplychainshaman.com (6000 pageviews/month)
• Forbes: http://www.forbes.com/search/?q=lora+cecere
• Twitter: lcecere (5750 followers)
• LinkedIn: linkedin.com/pub/lora-cecere/0/196/573 (35,000 followers)

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Big Data Analytics and the Supply Chain Opportunity

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Executive Summary Supply chain excellence is easier to say than define. To make progress, companies need to clearly define the journey and the goals. For many this is problematic. The goals are unclear and the financial metrics are not well-understood. We want to provide research to help supply chain leaders correct these issues. Supply chain leaders want to improve results to drive shareholder value, but there is a problem. There is no industry standard definition of supply chain excellence or clarity on the how actions of the supply chain team drive shareholder value. In this report we try to help fill in the gaps by giving definitions to both. The Supply Chains to Admire analysis is now in its third year. It is a deep analysis of performance, improvement, and Price to Tangible Book Value (PTBV) of 320 companies across 31 industries for the period of 2009-2015. The source data for the analysis is public reporting of balance sheets and income statements. (Our source of balance sheet and income statement data is YCharts .)

2016 Supply Chains to Admire - Report - 26 July 2016

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Global trade is essential to growth, and it is growing more complex. Global Trade Management (GTM) software makes it easier to become a global shipper and ensures regulatory compliance. Success with GTM requires the careful selection and use of both the software and trade compliance content. The average study respondent is a supply chain professional in North America working for a manufacturer with $4.5 billion in revenue. Over 90% of the respondents import and export goods; however, the software is only used to manage trade for 11 out of 19 of countries involved in exports. The top countries for the respondents to export and manage shipments from are the United States, China, Mexico, Germany, and England. In the average company, there is not one solution; instead, the average company has solutions from three different providers. Unlike other software, there is a high satisfaction rate with GTM. In the study, 67% of users were satisfied with their GTM software, reporting a Return on Investment (ROI) of thirteen months with 70% of respondents stating that they had achieved a ROI. In summary, GTM is a mature supply chain software with high satisfaction and a strong ROI. Here we share the results.

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Executive Summary Supply chain management it is now three decades old. The processes are maturing. With the increase in complexity in markets and new product launch, supply chain excellence matters more than ever. Manufacturing and distribution companies are looking for insights on how to parlay advances in supply chain management into balance sheet results. This is the goal of this report. This report is a summary of research conducted during 2015. It provides a short summary of the major insights gathered from six quantitative and four qualitative studies. For more in-depth analysis reference the full reports outlined in the appendix.

Research in Review - 2015

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Presentation given at the 2016 Supply Chain Insights Global Summit - 7-9 SEP 2016 at The Phoenician in Scottsdale, AZ The Internet of Things: Driving Automated Replenishment • Chris Clowes – Senior Supply Chain Development Manager, Walgreen's Boots Alliance (formerly at Costa Coffee) Costa Coffee had a choice. They could either make their current operation more efficient or redesign the process to drive an autonomous supply chain to leapfrog competition. They chose the latter. Through the use of machine signals, they were able to redesign distribution processes to drive automated replenishment and drive growth and improve supply chain results. To see the video go to http://supplychaininsightsglobalsummit.com/2016-summit-presentations/

The Internet of Things: Driving Automated Replenishment

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Summary: S&OP and Demand Management Study Summary Charts. Based on an online survey conducted by Supply Chain Insights (February 12-May 26, 2016). The objective of the survey was to understand the current state of decision-making processes (S&OP and demand management were the focus) and their respective technologies. The results are among 79 respondents: manufacturers, distributors, and retailers who are familiar with the S&OP and/or demand management processes at their company.

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Executive Overview High-Tech supply chains serve global markets with regional preferences. They include some of the most advanced processes and strongest supply chain leadership across all industries. As a result, the value chain made more progress than others in the course of the last decade. Unlike other value chains, all four segments of this value chain improved inventory turns. It was through hard work, network design, and a focus on planning. While other industries implemented supply chain planning and then turned to spreadsheets, this industry got good at managing inventories. The stakes were higher. As inventories sit in the channel for the High-Tech industry, prices fall. As a result, this industry has developed some of the best inventory practices across all industries. On the flip-side, the lack of growth and the declining margins of the Contract Manufacturing industry is a risk for this value chain. Within the High-Tech value chain, Contract Manufacturing is the weak link. The industry will drive the autonomous supply chain. These leaders will make the digital pivot first. With some of the earliest technology adopters, and with more to gain from the adoption of technology, look for companies like Apple, Cisco, Dell, EMC, Emerson, Intel, and Samsung to drive cloud-based computing, cognitive computing, the Internet of Things (IoT), sensor development, and prescriptive analytics. The industry is also driving a shift through wide adoption and use of Open Source code from the Apache Software Foundation. These manufacturing leaders will pave the way for others. Their ability to lead will drive cross-industry demand and growth agendas. We hope that this report is a useful guide for companies in other industries to understand the impact of technology adoption on supply chain excellence.

Supply Chain Metrics That Matter: A Focus on the High-Tech Industry - 2016

Lora Cecere

Organizations often think they understand their customers, and engage with them in a manner they believe will provide a valuable service. However, through conversations with customers and customer research, we’ve learned that many firms miss the mark. On January 20th, 2016 we spoke with Lora Cecere, Founder of Supply Chain Insights, Keith Holliday, Director of Supply Chain at Sonoco Products, and Dale McClung, Senior Supply Chain Manager, Innovations at BDP International who discussed the definition of customer service, how to understand customer needs, and how to design a customer service program that will deepen relationships with your customers. Their advice is illustrated through case studies and real life examples of improving customer service.

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Sometimes, as a supply chain leader, it is hard to know if you are making progress. We want to help. Supply chain excellence should not be a beauty contest. It needs to be about real results. We believe that a company needs to be compared within an industry. We also think that there needs to be an objective measurement that is available to all companies independent of size. Listen to the webinar to understand the methodology. The Supply Chain Index will rank all public companies by industry NAICS codes and compare their progress for the period of 2006-2013 on: Strength: Progress at the intersection of Growth/ROIC and Inventory Turns/Operating Margin (30%) Balance: The ability to manage a balanced portfolio to maximize growth and ROIC Resiliency: The tightness of the pattern at the intersection of inventory turns and operating margin (30%) Peer Ranking: Input from Supply Chain Peers(10%) It is being launched on May 13, 2014. The webinar is on May 19, 2014. Each industry will be ranked on the strength, balance and resiliency. The final scores and then the total score will be the composite of these. The formula is: Supply Chain Index= .33(Strength Ranking)+.33(Balance Ranking)+.33(Resiliency Ranking)+.10(Peer Ranking)

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Risks are higher in a global supply chain. To deal with these potential hazards, risk management has evolved beyond dealing with an issue when it’s about to happen to focus on prevention, early sensing, and coordinated execution to respond to an event. There are new strategies and technologies that can proactively formulate a plan to protect your business and operations from the storm of unforeseen events. But how do you get started? At Supply Chain Insights, it’s our mission to help you improve your operations. We tackled this issue in a panel based webinar on November 18, 2015 featuring Lora Cecere and Pierre Mitchell from Spend Matters to give you their perspective and answer your questions on how to include an effective risk management strategy. We are sharing the slides used as the foundation for this discussion between two distinguished experts to educate you about why this is important to your operations and how to prepare for an unknown future to safeguard your business from risk using business alignment and risk management tools.

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Presentation for the Demand-Driven Institute Conference on Friday

1. Metrics that Matter

21. Supply Chain Insights LLC Copyright © 2015, p. 21 Measuring Supply Chain Improvement Overall Ranking per Company • Balance: Return on Invested Capital & Revenue Growth Vector Trajectory (30%) • Strength: Inventory Turns & Operating Margin Vector Trajectory (30% of score) • Resiliency: Inventory Turns & Operating Margin Mean Distance (30%)

22. Supply Chain Insights LLC Copyright © 2015, p. 22 Supply Chains to Admire Methodology Performance Beats the industry average for operating margin, inventory turns and ROIC for 2006- 2014 and 2009-2014 Improvement Ranks above peer group average on The Supply Chain Index for 2006- 2014 or 2009-2014 +

24. Supply Chain Insights LLC Copyright © 2015, p. 24 Annual Study: Supply Chains To Admire Supply Chains to Admire 2015 to be Announced at the Supply Chain Insights Global Summit on September 9th and 10th

25. Supply Chain Insights LLC Copyright © 2015, p. 25 Comparing Companies Strong in turns … but unbalanced Both 1 and 3 have balance … but company 1 knows how to rebound after the financial crisis  resilience

26. Driving Results

27. Supply Chain Insights LLC Copyright © 2015, p. 27 • Leadership • Building of talent • Outside-in processes • Horizontal process focus • Active and intentional design • Supply chain planning What Makes a Difference

40.

41.

42. Supply Chain Insights LLC Copyright © 2015, p. 42 Founder: Lora Cecere • Founder of Supply Chain Insights • “LinkedIn Influencer” • Guest blog for Forbes • Author of 3 books: Bricks Matter (2012), Shaman’s Journal (2014) and Supply Chain Metrics That Matter (December 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: lora.cecere@supplychaininsights.com • Blog: www.supplychainshaman.com (6000 pageviews/month) • Forbes: http://www.forbes.com/search/?q=lora+cecere • Twitter: lcecere (5750 followers) • LinkedIn: linkedin.com/pub/lora-cecere/0/196/573 (35,000 followers)

Presentation for the Demand-Driven Institute Conference on Friday

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