Asia Is Sneezing. Will Your Supply Chain Catch a Cold?

Growth is the corporate imperative. Companies drive growth through success in new product launch, growth in regional economies, and M&A activity. While growth in regional economies spurred growth in the period of 2006-2012, growth slowed to -1% in the period of 2013-2015. Recent news reports indicates that this trend could be worsening in the Asian markets of Japan and China. 

Table 1. Household Products Growth Trends

Asia Is Sneezing. Will Your Supply Chain Catch a Cold?
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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.

Getting Down to Brass Tacks: Can We Really Collaborate?

Definition: Brass tacks are a type of pin or nail. The phrase to come (or get) down to brass tacks is sometimes used idiomatically to consider the basic facts of a situation. Source Wikipedia

In the 1990s suppliers had channel power. The formula for success seemed foolproof. A new product was launched, the ads ran on national TV and "poof" a new brand was created. This all changed with the disintermediation of national media.

Getting Down to Brass Tacks: Can We Really Collaborate?

Convergence Is REAL. It Is NOW.

This morning I am sitting at my kitchen table, sipping coffee, writing a report. The coffee is good, the sunflowers are blooming on the deck and the words are flowing from my fingers.  The results of the Supply Chain Insights retail mobility study are compiled, and I am excited to report on the data.  I think that it is compelling.

Convergence Is REAL. It Is NOW.

Wrong People on the Bus?

Most people assume that
great bus drivers (read: business leaders) immediately start the journey by
announcing to the people on the bus where they're going—by setting a new
direction or by articulating a fresh corporate vision.

In fact, leaders of companies that go from good to great start not with
“where” but with “who.” They start by getting the right people on the bus, the
wrong people off the bus, and the right people in the right seats.

Wrong People on the Bus?

Yes, I Am a Contrarian.

Rising commodity prices.  Tight margins.  Flat growth. To me, this sounds like it could be a stimulus plan for supply chain excellence.  However, I am not sure.  Will it be enough for supply chain leaders in consumer products to change their ways and improve their processes? The jury is still out.  Many are struggling. Some are getting wrong signals that they are doing well.  I feel that unless they change their ways, they will struggle against looming market challenges.

Yes, I Am a Contrarian.

March of the Penguins

They look alike.

Noisy and boisterous, they follow each other.  Mile after mile, through adverse conditions, they trudge.  It is a well-worn and familiar path.

When they come to the edge, they crowd together.  With extravagant gyrations they aggressively communicate, but each is afraid to take the next step.  The jump is a hard decision to make.

March of the Penguins

Trading Places

The storyline is old.  This blog is a new take on an old story.

The storyline was the central theme of the 1983 American comedy titled Trading Places starring Dan Aykroyd and Eddie Murphy.  Remember it?  It was one of my favorites:  a funny movie where an upper class commodities broker and a homeless street hustler switch roles when they are unknowingly made part of an elaborate bet.

Trading Places

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