Manufacturers wish they left supply chain shortages behind after the pandemic, but they remain top of mind. Concerns remain. According to KPMG, “71% of global companies highlight raw material costs as their number one supply chain threat for 2023.” And the trend isn’t ceasing. According to a survey by LeanDNA and Wakefield Research, supply chain shortages remain a leading concern for manufacturers as they look to the future.”

In fact, if you look at the pharmaceutical industry, shortages have been creating havoc. For example, there have been shortages of over-the-counter drugs and prescription medications for ADHD, cancer and diabetes have been widespread. There has been commentary about a spike in demand, but there are also comments about manufacturing delays. Of course, this is before we discuss the state of logistics disruption.

In addition to product, material and healthcare shortages, clients are experiencing a severe shortage of high-skilled talent and are struggling to upgrade ERP systems and related technologies. These issues are aggravating the shortage situation as multiple clients have the lack of system support creating further shortages and work stoppage in addition to frustrating their employees.

It is simply creating havoc as people jump into jobs they are not prepared to execute, and Executives are struggling to understand why their resources no longer seem to have the expertise they used to have. Worse yet, if they don’t realize this is occurring, the situation gets worse as employees make poor decisions and struggle to keep up. Refer to our article, Where the Talent Has Gone & Strategies for Success.

Strategies for Success

Customers will not suffer endlessly as shortages persist. They will find alternative sources of supply, source from different regions of the world, find backup sources, search for suppliers that can provide visibility and status of the end-to-end supply chain and invest in reshoring, nearshoring, and expanding regional manufacturing footprints.

Thus, proactive executives are getting ahead of these challenges. We have no doubt that the companies that can supply critical items in the next several years with uninterrupted supply will lead their industries for decades to come. What are some of the best practice strategies being deployed?

1. Go back to the basics: It is simply surprising how many clients are running into problems with the fundamentals. Who knew a best practice was to return to basics! According to a leading authority on the subject of generational diversity in the workplace, the younger generations is struggling with ambiguity and decision making. This has proven to be “on the mark” as clients have employees stuck and struggling as they don’t know why the computer is spitting out answers that are wrong and what to do about it. Thus, we are jumping in to define processes, educate on concepts and help clients over this unexpected bottleneck. Perform a supply chain assessment to quickly size up where to focus. Take our complimentary supply chain assessment quiz.
2. Planning best practices: There is no doubt that production planning, materials management, replenishment planning, and each planning expertise is in limited supply yet is cornerstone to mitigating shortages and getting in front of demand. Refer to recent examples of how this topic can make or break success in our recent article.
3. SIOP (Sales Inventory Operations Planning): One of the single best strategies to get in front of changing conditions and ensure profitable growth is to rollout a SIOP process. A SIOP process will align Sales with Operations, demand with supply, and, most importantly, it will provide a proactive view into changing circumstances with recommended solution options, impacts on product and customer profitability, heads up to capacity bottlenecks, and sales funnel changes. Read our book, SIOP: Creating Predictable Revenue and EBITDA Growth.
4. ERP, advanced technologies & automation: No client will succeed with manual spreadsheets long-term. The most successful clients are better utilizing their ERP systems to provide enhanced visibility, flexibility, and service while also pursuing advanced technologies (digital twins, artificial intelligence, IoT, robotics, meta) and automation to improve efficiencies, reduce errors, and increase scalability and profitability.
5. Innovation: Continuous improvement is no longer enough. Only those companies that innovate and turn 1+1 into 22 with collaborative partnerships will succeed.
6. Trends & Metrics: Although it is essential to review progress and results by tracking key performance indicators like OTIF (on-time-in-full), production output, and inventory turns, it is even more important to be focused on “where the puck is going” (not where it has been). Tracking trends, listening to diverse perspectives, researching and trialing new and potential trends is the focus of our most successful clients.
7. Regional manufacturing: Although this topic should arise through your SIOP process, our money is on regional manufacturing. Clients must take control over their ability to service customers. Reshoring, nearshoring, expanding manufacturing and collaborative partnerships are hot topics. For example, even industries such as medical device, pharmaceutical, and computer chips are joining aerospace, food & beverage, industrial equipment, and building products to produce close to customers.
8. Talent: We’d be remiss not to mention that talent will “win” in the end. Attract, hoard, develop, train, and mentor talent!

Shortages are persisting. Geopolitical tensions remain high. Critical supplies such as computer chips, medical supplies, and aerospace and defense products are providing evidence that it isn’t just a lack of “nice-to-have” items. Pursue strategies to ensure you are ahead of the curve, and your business will thrive.

If you are interested in reading more on this topic:
Why Manufacturing Matters and Will Thrive in the Next Decade

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Simple metrics drive results. Whether a food and beverage manufacturer or an aerospace distributor, measuring the “right” metrics will focus attention on key issues and drive results. From OTIF (on-time-in-full) to projected past due to reasons for operational inefficiencies, metrics will rally the team on the appropriate topics and highlight the bottleneck issues to ensure success.

Manufacturing & Distribution Metrics

Proactive manufacturers and distributors monitor a core set of metrics. Most clients track revenue month-to-date (MTD) and year-to-date (YTD). Some clients track total backlog while others track booked orders. Many track past due and a customer satisfaction metric such as on-time-delivery (OTD), on-time-in-full (OTIF), or fill rate. Differences start at this point with some clients tracking inventory levels, purchase price variances (PPV), operational efficiencies, waste/ scrap, inventory accuracy levels, a measurement of production output, quality metrics such as parts per million (ppm), holds, warehousing efficiencies, picked, packed and shipped units, freight costs, customer complaints, quotes, and many others. For example, read our article on Walmart and OTIF metrics.

How to Choose Metrics

With so many choices, the question becomes how to choose which metrics to track. If you track too many metrics, your metrics lose meaning and waste precious time and resources. If you track too few metrics, your team might focus on the wrong activities to drive results. If you track the appropriate number of metrics but focus on the wrong metrics, your team will not focus on the “right” activities. So, how do you know how many metrics to measure and which are the “right” ones for your business/ department?

After consulting with manufacturers and distributors for almost twenty years, it has become apparent that common sense will provide the answer. Start with your company objectives. Every client has a sales (revenue) goal. Thus, measuring progress to that goal makes sense to focus attention on potential issues that could negatively impact achieving that goal. Similarly, what other objectives are important to your company? Your metrics must drive the correct behaviors to focus attention on what the executives want to achieve.

If you are in a cash crunch, you should highlight inventory. If you are experiencing negative consequences due to supply chain risk, develop a metric around % of products and /or suppliers within your control or # of products reshored, nearshored, or with backup suppliers. Use uncommon common sense to drive the results desired. Do not overcomplicate it with metrics that might be helpful but will distract from the mission. No clients have excess resources to track metrics that will not add significant value.

Client Examples

In a building products manufacturer, the focus was on pounds produced and sku-level efficiencies. Because every executive from the CEO to the VP of Manufacturing focused on these metrics, the sites found ways to increase the pounds produced regardless of impacts to customer service and other areas of the business. For example, if Operations could run certain products where they gained pounds more quickly, they emphasized those items and deprioritized the ones that required more effort to gain pounds. Unfortunately, the outcome was that the metrics did not focus attention on the appropriate actions to drive results. We refocused attention on schedule adherence, past due/ projected past due, and capacity availability. Executives gained visibility to see how to fit in additional orders to increase revenue without increasing capacity, and they were able to plan ahead to keep service levels high while optimizing manufacturing efficiencies.

In an aerospace manufacturer, the focus was on profitability at each site as the General Managers were incentivized by profitability and revenue. This led to a focus on profit, not inventory levels. Fast-forward a year later, and executives wanted to reduce debt and increase cash flow; however, the site metrics did not encourage sharing of inventory if one site leader would lose and the other won in terms of profitability. The executive team assigned an executive to focus on inventory, provided the teams with resources including our support as inventory and supply chain management consultants, and added an inventory levels metric to the site’s performance and tied it to potential bonuses. In the next several months, we reduced inventory in the core product lines by 30-40% while maintaining / improving service levels, and the inventory team achieved a collective “win”.

The Bottom Line

Metrics will drive performance. Every company has limited resources, and so they need to focus only on what will drive results. Use uncommon common sense, and you will know which metrics to track and how many to track to achieve bottom line business results.

If you are interested in reading more on this topic:
SIOP Metrics: 5 Key Baseline Measurements

The post How Simple Metrics Will Drive Results appeared first on LMA-Consulting Group, a supply chain consulting firm.

As manufacturers and distributors emerge from the coronavirus pandemic, they are focused on how to grow revenue and become more efficient and profitable to offset the typically negative impacts of COVID. In the situations where business has grown exponentially in consumer industries such as B2C (e-commerce), home improvement and certain grocery staples, focus still remains on the customer and how to serve them successfully as well as profitably. Thus, there has been significant interest in warehouse management systems and how to gain efficiencies and resiliency and what metrics to track to stay on top of progress. Listen to our webinar on Leveraging Key Metrics to Increase Efficiencies and Resiliency.

What Should We Consider and/or What Impacts Could Arise? 

As a preview, let’s start with a few of the basics:

1. OTIF (on-time-in-full) Are you making sure your customers receive what they request on-time and in-full?
2. Customer order cycle time: How long does it take from when an order is placed to when product is delivered?
3. Throughput: It depends on the warehouse but there should be some sort of metric to measure throughput. The key is to find a meaningful metric whether it is cases or pieces/hour or another measure showing the efficiency of operations.

Stay tuned to hear about the latest WMS concepts and how they translate into warehousing metrics. Sign up for the free webinar here.

Read more about these types of topics in my eBook,  Future-Proofing Manufacturing & Supply Chain Post COVID-19. Gain ideas and strategies to successfully emerging from coronavirus and thrive long-term. If you are interested in doing an assessment and rapid roadmap tailored to your company, please contact us about this new service offering.

Please share your stories, challenges, ideas and successes.

The post WMS Efficiency, Resiliency & Metrics appeared first on LMA-Consulting Group, a supply chain consulting firm.

We have received quite a few calls lately with the underlying theme of revenue growth and predictability, and it got us thinking: Doesn’t every executive want revenue predictability and growth? Certainly the successful ones do!

If your revenue is tough to predict from week-to-week, month-to-month and year-to-year, it might be time to think about how to design and implement a SIOP (sales, inventory and operations planning) process that will deliver these results for your business. Similar to lean, the SIOP methodology alone is useless. Perhaps worse than useless because it might get your hopes up. On the other hand, if you think through how to design and implement so that it “works” in your business and supports your bottom line results, it might put you over that stretch target of revenue growth, profitability, or working capital effectiveness. At a minimum, it will align your resources and bring clarity and predictability to the situation so that you know which levers to push or pull to drive results.

How does SIOP enable revenue predictability?

1. Demand plan: It starts with a demand plan. Once you align all sorts of disparate inputs to your sales forecast (within your organization, with your customers and supply chain, with the market and with your data and information), you will have the best view of your demand plan feasible.
2. Supply plan: Since you align your demand plan with your supply plans (capacity, staffing, overtime, machinery, equipment, storage, supply base), you are much better equipped to deliver the demand plan with high levels of customer service and profitability.
3. Metrics: SIOP incorporates the monthly review of key metrics related to demand and supply, and so all relevant parties remain aligned on critical data points and progress. Read an article detailing these SIOP metrics.
4. Continuous feedback: Since there are weekly activities with a monthly cadence, as business conditions change, any relevant and noteworthy changes and nuances are naturally incorporated into the plans and visible to all relevant parties.
5. It’s about people; not data: As the EVP of Operations at Fender Guitar says in our interview below, it is all about the people. Although clients typically worry about syncing up data sources (which has to be a part of the process), the most important part of the process is to align people. Once Sales, Marketing, Business Development, Customers, R&D/ New Product Introduction, Operations, Finance, and Suppliers are aligned, suddenly all the data concerns disappear.

Especially as executives are concerned about potential recessions, impacts of global volatility, the Skills Gap and the Amazon Effect, future-proofing their manufacturing operations and extended supply chain is on their mind. SIOP is one way to future-proof your business so that it remains predictable while minimizing risk and maximizing outcomes. Why not consider a SIOP assessment to fully understand your potential. Following the assessment, conduct a pilot SIOP process, and you’ll see the benefits emerge and the value become clear. If you’d like assistance to stack the deck in your favor with this process, please contact us.[/vc_column_text]

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My colleague and I led a Kaizen workshop on metrics last week with a process manufacturing client.  It is always interesting to brainstorm which metrics are the most relevant in tracking a company’s success.  They are NOT always the same.  Companies are in different industries; they are different sizes; the profit drivers of the business are different; executives’ focus is different…..and the list goes on.   However, every business should take a few minutes to strategize on metrics.  Do you know what you are doing AND whether the metrics you are tracking are relevant to your success?

One tip to implement this week: 

As we said in kicking off the metrics Kaizen, it can be a great place to start by taking stock.  What are you tracking already?  Why?  Do you make decisions based on the metrics you track?  If not, why not?  In essence, take a pulse.  Next, it can be quite valuable to gain feedback on what should be tracked.  Have you asked the people talking with customers on a daily basis?  How about those producing and shipping to your customers?  I bet they will have something to say!  Certainly, executives always have a wish list for metrics.  Do you know which metrics are on the list?  

Although you might be tempted to jump on the long list you are likely to generate in talking with all the stakeholders in the organization, don’t do it!  Make sure to understand the impact.  Which will lead to decisions that will impact customers?  Which are likely to drive profitability?  Start with a small number.  Prioritize and start using for decision-making before you move on. 

November 23, 2017

© Lisa Anderson

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One of my clients forwarded this Business Insider article about Walmart’s supply chain metrics. Walmart is not only requiring an increase in OTIF (on-time-in-full) delivery performance but it also will charge penalties for suppliers that don’t live up to the metric! Creating an efficient supply chain is critical for Walmart, so they are taking this proactive stance. This is prevalent throughout our manufacturing and distribution clients – regardless of industry.

For example, in aerospace, there are very similar supply chain metrics and penalties. If we want to grow our businesses, we must develop excellence throughout our supply chain. Just think, there is no way to deliver on-time if our carriers aren’t on-time. There is no way for our carriers and shipping departments to meet their goals if manufacturing isn’t on time. And, there is no way for manufacturing to produce on-time if our suppliers aren’t on-time…and so on.

What Should We Consider and/or What Impacts Could Arise?

First, if this type of supply chain metric isn’t on your customers’ scorecards, you can expect it will be there in the future. Don’t wait until it is a request – be proactive.  And, if you already receive these types of scorecards from your customers whether or not they are passing on penalties, pay attention. Whether you become a value-added partner and grow the business together will depend on how well you perform. OTIF is becoming “the metric” for measuring on-time delivery performance.  

With that said, I’ve found that being proactive with your customers on the details of this metric can be beneficial as well. For example, if you shipped product on-time but there was a delay in your customer’s receiving department, most customers will adjust the score. With dollars and partnership status at stake, this can be crucial.  

Of course, find out how well you are performing. Dig into the metric calculation and, most importantly, the root causes for your successes and failures. I bet you’ll find a wealth of information in what is most important for you to raise the bar with your supply chain performance overall. Make it visible so that your team knows how well they are performing in your customers’ eyes. Encourage ideas and suggestions for improvement and watch those OTIF scores rise!   

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Understand what your customers consider to be good quality before investing in unnecessary costs. Even the founder of lean principles, Toyota, can falter on quality; thus, anyone can lose their edge – yet it is cornerstone to business success. People and companies have more choices than ever before. If you wish to remain in the race, quality must be more than an assumption; it must become a strategic focus.

1. View quality from your customer’s perspective – What matters is what your customer expects when agreeing to purchase the product or service. Be vigilant in understanding your customers’ expectations.  Remember to value what they would be willing to pay for.
2. Over delivery of quality is a problem – Sounds strange but there’s no doubt that over delivering on quality can be a significant problem. Consider the cost that goes into over delivering – eventually your price will have to account for the over delivery of quality in order to make a profit.
3. Don’t inspect; instead, build quality into the process – Although inspection will avoid customer issues, it will result in significant cost. It isn’t the best plan as inspectors are needed and issues are found after-the-fact!  Why not reverse this losing proposition and build quality into the process upfront?
4. Track key metrics – What is measured becomes the priority. Is parts per million meaningful? How about customer feedback? Start small and begin tracking what is important.
5. Quality is increasing in importance to today’s marketplace – Since cash remains king even in the recovery, people and businesses are more particular about how they spend their money and have increased expectations. Quality must be consistently high to just “be in the game” – high quality is no longer a differentiator; it is a requirement.

© Lisa Anderson

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If you have the systems to measure your ideal metric, go for it but don’t let it become an excuse!  Find one that will measure progress and start immediately!

For example, in one of our clients, not only were the run rates incorrect but they were wildly different for similar items which would make planning an utter nightmare!  However, there are still ways to measure progress and plan.  Find a metric that won’t change and stick to it.  In this case, we used earned standard hours, and we are able to measure improvements in the metric.  Of course, as data is cleaned up, we should put better metrics in place but it doesn’t have to hold up progress!  And we were able to plan to the expected earned standard hours as well.  All is solved to an 80/20 standpoint which is all that is needed.

This type of scenario has come up on multiple occasions – actually almost every client has some sort of situation that fits in this mold (the only question is how significant).  It could be that measuring inventory levels is challenging because the system reports aren’t set up correctly.  In this case, it could be that you count pallet rows or something else that is visible and easy.  It could be that your system doesn’t support run rates effectively (unfortunately that was true with one client).  In this case, we found a manual process to keep the load visible while storing information in the system.

What is in common in all these examples is to start immediately with what you have and find a way to make progress.  It certainly doesn’t sound like rocket science but it drives results. If it was common, so many of our clients wouldn’t make significant progress once we find the “right lever” to pull, similar to these situations.

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Published in “Project Times” website, October 11, 2016
Click here for original article.

Projects are the cornerstone to achieving bottom-line business results.

In working with clients ranging from small businesses to large, complex, global organizations across multiple industries, I’ve yet to run across a client that doesn’t rely heavily on project results to support customers, grow the business and increase profitability. What else could be more important to business success?

Related Article: How to Increase Teamwork to Ensure Project Success

Since projects cannot succeed with a sole participant, project teams are essential to success. Therefore, discovering the best ways for project teams to work together will lead to results. After leading and participating in hundreds of major projects and many smaller projects over the last 25 years, I’ve compiled a short list of best practices for project teamwork.

1. Clarity of goals

As with almost every team, the team will be far more successful if the individual teammates understand the goals. Start with the goal of the project. Why are we doing this? What does it accomplish? What are the expected results of the project? Answering these questions will provide clarity of the overarching goals.

Next, go over the critical path milestone. What is the goal of each milestone? Who needs to do what to make them happen? Following this exercise provides clarity of the project plan and project objectives. All team members are on the same page up front.

2. Resolve goal conflicts

Of course, gaining clarity on the goals and critical path alone won’t foster teamwork. The next step is to resolve goal conflicts. I’ve found that as teams go through this process, 80% of the time, some sort of conflict will arise. The main conflicts fall into two categories – resource availability and department conflicts.

In today’s Amazon-impacted world, speed is of the essence. Equally troubling, since the recession, organizations are running lean and so time is limited. Thus, conflicts related to resources are commonplace. For example, let’s assume there are 16 hours remaining this week, and one team member has to complete a project task on the critical path that would require 8 hours of time by the end of the week in order to keep the project on-track. Alone, this is not a problem. However, his/her line manager also has a priority task that requires 16 hours of time that must be complete by the end of the week. An inherent conflict exists. The sooner this problem is uncovered, the sooner it can be resolved.

Equally commonplace are inherent conflicts between departments. For example, if a project task requires Purchasing to get volume discounts while a different task requires Planning to reduce inventory which would require more frequent deliveries, even though both team members are available to complete their tasks, there is a conflict between the two. Again, the sooner this is uncovered, the sooner it can be resolved.

3. Reward project goals; not individual goals

One of the most common issues that arise is when the individual is rewarded for doing what benefits them instead of the project team. Similar to aligning goals, rewards and recognition need to follow the team. If each person does their part to contribute to getting a milestone accomplished, the entire team should celebrate success. If one person can be rewarded for achieving an individual goal while the team doesn’t meet its goal, a miss-match will occur.

4. Metrics

I’ve found that one of the most important ways to align teams is to have a common set of metrics. What is measured will be achieved. Thus, if the team has a clear set of metrics, everyone will be tracking the same items. Thus, as conflicts arise, the metrics will provide initial direction. Also, the metrics focus teams on what is most important. In my experience, the simple act of selecting and tracking a few metrics can create significant teamwork. The team unites behind improving the metrics.

5. Celebrate successes

Lastly, celebrating success is an important way to tie it all together. Teams unite when the individuals get to know one another. Celebrating success allows the team to connect in a different way and it creates momentum. Thus, celebrating small wins along the way (such as the achievement of critical path milestones) can go a long way to enhancing teamwork.

Teams with stronger levels of teamwork surpass the results of those with high individual contributors that do not work as effectively together. In my experience, even if the high individual contributors are the best of the best as compared to medium contributors that work well as a team, the team of medium contributors will win that race. Appreciate the value of teams and consider implementing a few of these strategies to accelerate success. Bottom line results will follow.

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Published in “Project Times” website, March 1, 2016
Click here for original article.

In today’s Amazon-impacted world, customers have higher expectations of rapid turnaround, 24/7 accessibility, and increased levels of service. These events have contributed to an information overloaded society.

Not only do we receive countless emails, texts, social media messages, marketing messages and the like, but we also are expected to be able to make sense of it all and execute projects successfully – on-time, on budget and on results. A tall order to be sure!

Survival seems challenging enough, let alone thriving in these sorts of conditions. In taking a step back from the details, it becomes clear that we must employ tools to increase our chances of success. And, of course, we’d like to make the process easier and clearer along the way. One option to achieve these goals is to delegate. Those who properly delegate will have more time to focus on critical priorities while keeping details moving in the right direction. A few tips that will help ensure success include:

1. Choose wisely – One of the keys to delegating successfully is to select the “right” tasks to delegate. Delegating away your strengths rarely achieves success, and it does nothing for morale. Typically, delegating your areas of weakness can be a good approach; however, it is vital to take a few precautionary steps. Gain expert advice in surrounding yourself with strong project team members and supporters. Leverage those strengths of your team members that happen to coincide with your weaknesses. Don’t waste time delegating “C” items. Ignore them. Every action requires effort. Focus your efforts on what’s most important. Delegate the next set of priorities as you’ll want to make sure those get accomplished. Think about “C” items when all else is done.
2. Empower – Don’t throw around the word empowerment lightly. It is the rare project manager who knows how to empower his/her team. It means you must start by being a great leader. Provide guidelines. Collaborate on goals. Address the hard issues. Encourage team members to try new ideas. Support them in their failures. Take responsibility for the problems and share successes. Give your project team the ability to make decisions within their guidelines with full knowledge that they’ll be supported no matter the result. Soon, your team members will feel empowered. Once they are empowered, delegation becomes more of a collaborative affair.
3. Diversity – There are many different tasks required to ensure a successful outcome for a project team. In order to leverage your team members’ individual strengths while minimizing their weaknesses, you’ll need a diverse set of skills and people. Thus, you’ll have a much better chance of success in delegating the diverse types of tasks required if you have a broad set of skills in your team with a wide array of backgrounds. This will also stimulate ideas and debate which can encourage empowerment so long as the leader supports experimentation.
4. Core Metrics – Undoubtedly, no matter how effective you are in delegating, it will fall apart without core metrics in place. Work with your team to determine which critical milestones should be monitored. Develop leading metrics that will raise a red flag if the project is veering off-track. Put effort into making sure that the metrics selected will provide warnings in advance if needed. Don’t have too many metrics which become burdensome to track; instead, select the “right” few that will be indicators of success. Agree upon them with your team upfront.
5. Provide training & mentoring – In addition to delegating assignments, it is imperative that you take the time to accompany that task with the proper training and experiences to go with it. Mentoring can be valuable as well. Mentoring provides an example of someone who has “been there, done that” who is also an expert who is available for advice. By providing mentoring and/or helping your project team members find mentors in their area of expertise, you have, in effect, purchased insurance for your delegation. As anyone who has even been in an accident knows, insurance becomes invaluable when you need it.

Delegating project tasks has become a must in today’s new normal business environment. No leader has enough time to “do it all himself”, and no leader has the broad and diverse set of expertise required to be the ideal resource to handle every task. Instead, delegation provides not only a way to make sure the project gets done on time but it also adds to the quality of the result by leveraging team members’ strengths for the collective good.

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