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Cross-Survey Analysis 2012-2015 - 28 Studies - Summary Charts - 17 MAR 2016

Research Overview:
Details: The research for this report is based on twenty-eight surveys fielded during the period of January 2012 – December 2015. The research was a progressive set of studies to understand supply chain excellence. In the report, we use responses from over 2000 respondents to understand the characteristics of a supply chain that is working well.
 Objective: To better understand the levers and actions that are the most impactful for supply chain leaders to take to improve supply chain excellence.

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In Search of Supply Chain Excellence

In Search of Supply Chain Excellence - Report  


    Lora Cecere's picture

    Benchmarking Using Quantitative Data

    Supply chain processes are thirty-two years old. Each company is maturing at a different rate. While there are pockets of excellence, there is no clear standard. In this a sample of how Supply Chain Insights can use the database of 4700 respondents to help companies benchmark progress. In this sample study, we share results of a client that is blinded.

    Lora Cecere's picture

    Supply Chain Planning Benchmarking

    Results of a 2015 study on supply chain planning data from 2014. The study is of 450 planners from ten consumer products companies. Use of box and whisker charts to show ranges and significance. The story of supply chain planning lies in the ranges and the variance. Satisfaction is higher with supply planning. There is a great variance in inventory and S&OP planning. When companies have a higher rating on a feasible plan, there is a significant impact on S&OP.

    Don't Let the Old Horse Die

    Sales and operations alignment. It is the promise. For many this seems like an old horse to ride. It is tough because operations and commercial teams are not naturally aligned, and the implementation of an S&OP process is not a quick fix.

    The processes of S&OP are now over 35 years in evolution. In many ways they are quite different, and in many they are the same. Let me explain.

    What Is Different?

    Don't Let the Old Horse Die

    How Can I Move Forward if I Cannot Align?

    For years, as an industry analyst, I have written  the statement that "IT and line-of-business teams need to be aligned."  As I finished the report on organizational alignment, I felt a bit silly ever writing this statement. Why?  The statement is hogwash. The functions within the line-of-business teams are so misaligned that I cannot imagine that IT could ever align to all of them. In fact, as the research shows, alignment happens through leadership in horizontal processes.

    How Can I Move Forward if I Cannot Align?