metrics that matter in a market-driven world

Supply Chain Insights LLC Copyright © 2015, p. 1

Metrics That Matter in a Market-Driven World

September 2015


Disclaimer: I am a Skeptic


A Social Scientist


A Curmudgeon…


A Fortune-teller of Sorts….


We Write for the Supply Chain Leader


Four Years of Work

WileyDecember 2012

Wiley December 2014

Self-publishedSeptember 2014

Self-publishingSeptember 2015

#SCIWEBINAR


What is Supply Chain Excellence?


• Metrics That Matter: Metrics that can be improved by the supply chain leader and have high correlation to market capitalization.

• Market-Driven: The ability to sense and respond from market-to-market (from the customer’s customer to the supplier’s supplier)

• NAICS Codes: US census classification(s) of industry groupings.• Orbit Chart: A comparison of year-over-year improvement between

two supply chain metrics.• Supply Chain Index: A methodology developed by Supply Chain

Insights in 2014 to measure supply chain improvement based on orbit chart measurements.

• Supply Chains to Admire: An objective, and independent analysis of supply chains that are outperforming in the Supply Chain Metrics That Matter and are driving supply chain improvement as measured by the Supply Chain Index.

Let’s Start with Definitions


Current State


9 out of 10 Supply Chains are Stuck


Progress: All Industries

Industry Snapshots (2006-2013)

IndustryYear –over-

Year Revenue Growth

Operating Margin

Inventory Turns

Cash-to-Cash Cycle

Revenue per Employee

(K$)SG&A Ratio

Retail Apparel Industry

18%39%

0.3927%

0505%

6826%

32518%

27%05%

Apparel Manufacturing Industry

14%82%

0.1232%

0568%

15008%

400355%

27%63%

Mass Retail Industry

09%50%

0.0620%

0606%

03148%

35048%

23%6%

Beverage Industry

09%61%

0.1916%

0204%

5346%

512 NC

24% 16%

Pharmaceutical Industry

08%47%

0.2329%

0316%

15547%

57232%

27%08%

Chemical Industry

08%45%

0.1010%

0604%

8723%

55723%

14%27%

Medical Device Industry

06%38%

0.1432%

0213%

20616%

35112%

34%04%

Grocery Retail Industry

06%31%

0.0337%

1701%

1050%

40554%

14%06%

Consumer Packaged Goods

05%25%

0.1473%

08482%

7217%

33314%

26% 09%

Food Industry

05%55%

0.1019%

07 17%

4004%

53455%

20% 18%

Source: Supply Chain Insights LLC, Corporate Annual Reports 2006-2013Industry Average comprised of public companies (combined food & beverage industry: NAICS 3112% where % is any number from 0-9, 311320, 311520, 311821, 311941 & 312111), (chemical: NAICS 325188 & 325998), (consumer packaged goods: NAICS 3256% where % is any number from 0-9), (medical device industry: NAICS 339112), (pharmaceutical industry: NAICS 325412) reporting in One Source with 20123annual sales greater than $1billionNC=no change


Descriptors Used by Leaders


Improvement With Effective S&OP


Fallacy: Functional Excellence


A Project-based Focus


Which Metrics Matter?


What We Expected


A Supply Chain is a Complex System

with Complex Processes

with Increasing Complexity

What We Learned….


The Supply Chain Effective Frontier


Why? The Long Tail of the Supply Chain: Growing Complexity


Correlations to Market Capitalization


Orbit Chart: Wal-Mart(Inventory Turns and Operating Margin)


Orbit Chart: Apple (Inventory Turns and Operating Margin)


Orbit Charts: Dow Chemical Company


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 𝑰𝒏𝒅𝒆𝒙=𝟏𝟑𝑩𝒂𝒍𝒂𝒏𝒄𝒆 𝑭𝒂𝒄𝒕𝒐𝒓+

𝟏𝟑 𝑺𝒕𝒓𝒆𝒏𝒈𝒕𝒉 𝑭𝒂𝒄𝒕𝒐𝒓+

𝟏𝟑 𝑹𝒆𝒔𝒊𝒍𝒊𝒆𝒏𝒄𝒚 𝑭𝒂𝒄𝒕𝒐𝒓


Supply Chains to Admire Methodology

PerformanceBeats the industry

average for operating margin, inventory turns

and ROIC for 2006-2014 and 2009-2014

ImprovementRanks above peer group average on The Supply Chain

Index for 2006-2014 or 2009-2014

+


Winners Two Years in a Row


Consumer Products Group


Consumer Packaged Goods


Losing Ground: Kimberly-Clark

0.11 0.12 0.13 0.14 0.15 0.16 0.17 0.18 0.197.50

8.00

8.50

9.00

9.50

10.00

10.50

11.00

Kimberly ClarkOperating Margin

Inve

ntor

y Tu

rns

2000

2014

2001

2002

2003

20042005

2006

2007

2008

2009

20102011

2012

2013

Source: Supply Chain Insights LLC, Corporate Annual Reports 2002-2012 from YCharts

Best Scenario

KMB0.15, 9.01

Trace the line from 2000 point to 2014 point to follow the performance over time.

The diamond shows the company’s average over the period. Ex: The Kimberly Clark Co. (KMB) has an average of .15 for operating margin and 9.01 for inventory turns.

Ideally, companies are increasing inventory turns and operating margin moving towards the upper right corner of the graph over time.

Average (Operating Margin, Inventory Turns)

Here, we plot inventory turns (y-axis) vs. operating margin (x-axis).


Colgate and Procter & Gamble


Colgate Versus Unilever


Beauty


Estee Lauder and L’Oreal


Food Manufacturing


0.10 0.11 0.12 0.13 0.14 0.15 0.16 0.17 0.18 0.19 0.20 0.21 0.22 0.23 0.24 0.259.00

10.00

11.00

12.00

General MillsOperating Margin

Inve

ntor

y Tu

rns

2000

2014

20012002

2003

2004

2005

20062007

2008

20092010

2011

2012

2013

General Mills: Visualizing the Patterns


Best Scenario

GIS0.17, 10.77

Average (Revenue per Employee, Inventory Turns)

#SCIWEBINAR


General Mills versus Kellogg

0.06 0.08 0.10 0.12 0.14 0.16 0.18 0.205.0

7.0

9.0

11.0

13.0

15.0

General Mills KelloggOperating Margin

K0.14, 12.68

2014

2006

20142006

Source: Supply Chain Insights LLC, Corporate Annual Reports 2006-2014

GIS0.17, 11.00


Inve

ntor

y Tu

rns

Best Scenario


Hershey and Danone


Beverages


0.08 0.11 0.14 0.17 0.20 0.23 0.26 0.29 0.32 0.35 0.38 0.41 0.44 0.4710.00

12.00

14.00

16.00

18.00

20.00

22.00

Anheuser-Busch Inbev SABMiller

Operating Margin

Inve

ntor

y Tu

rns

2014

2006

2014

2006

AB Inbev versus SAB Miller(2006 – 2014)


Best Scenario

SBMRF0.18, 17.14


BUD0.31, 14.57

#SCIWEBINAR


Coca-Cola and PepsiCo


Apparel


Nike: Inventory Turns vs. Operating Margin

0.09 0.10 0.11 0.12 0.13 0.14 0.157.0

8.0

9.0

NikeOperating Margin

Inve

ntor

y Tu

rns

2014

2006

Average (Operating Margin, Inventory Turns)Source: Supply Chain Insights LLC, Corporate Annual Reports 2006-2014 from YCharts

Best Scenario

NKE0.13, 6.10


Nike and Adidas

0.04 0.05 0.06 0.07 0.08 0.09 0.10 0.11 0.12 0.13 0.14 0.15 0.16 0.17 0.18 0.195.0

6.0

7.0

8.0

9.0

Adidas NikeOperating Margin

Inve

ntor

y Tu

rns

2014

2006 2014

2006

Average (Operating Margin, Inventory Turns)Source: Supply Chain Insights LLC, Corporate Annual Reports 2006-2014 from YCharts

Best Scenario

NKE0.13, 6.10

ADDD0.08, 6.10


• Which metrics matter?– Growth, operating margin, inventory turns, ROIC, customer

service (in the eyes of the customer)

• How do we get unstuck?– Focus cross-functionally on a balanced portfolio. Bonus

employees against a portfolio. – Augment with functional metrics focused on improving

RELIABILITY.

• What are the functional reliability metrics?– Examples include: Forecasting, first pass yield, OEE, on-time

delivery, orders shipped complete, hands-free orders, schedule attainment, safety metrics, employee turnover

How do You Improve Value?


• Continuity of leadership• Supply chain talent development• Focus on a multi-year supply chain strategy• Clear governance to guide cross-functional decision-making• Strength in horizontal processes• Excellence in supply chain planning, network design and inventory

management

What Drives Top Performance?


Why TechnologyMatters


Current State of Planning


IT Systems: Importance & Satisfaction by Role & Supply Chain


Gaps in Visibility


Best of Breed versus ERP Planning


S&OP: Technology Matters


4.4X Higher Agility


Effective S&OP: Improved Alignment


• Kill the Spreadsheet Ghettos!!!• Work for Clarity of the Supply Chain Planning

Footprint and Time Horizons• Carefully Define the Terms.• Be Clear on the Goal: Responsive, Efficient and

Agile• Ensure the Fit of the Model• Redefine Demand to be About the Market• Give Planners Time to Plan

How do You Improve Value Through Planning?


Questions?

Launches Oct. 15,

2015


Founder: Lora Cecere

• Founder of Supply Chain Insights• “LinkedIn Influencer”

• Guest blogger for Forbes

• Author of 4 books: Bricks Matter (2012), Shaman’s Journal (2014) and Supply Chain Metrics That Matter (December 2014), Shaman’s Journal (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 (8,000 pageviews/month)• Forbes: http://www.forbes.com/search/?q=lora+cecere• Twitter: lcecere (6200 followers)• LinkedIn: linkedin.com/pub/lora-cecere/0/196/573 (46,000 followers)

metrics that matter in a market-driven world

Business