LeanCor Consulting

LeanCor Consulting is a division of LeanCor Supply Chain Group. Today’s complex supply chains require vision, strategies, and innovative techniques to create competitive performance. LeanCor Consulting is a trusted partner for advancing end to end supply chain performance through diagnostics, assessments, and full implementation. Global organizations leverage LeanCor Consulting to develop vision and strategy deployment plans for improvement in all supply chain functions. We focus on elements of speed, cost, quality, and delivery, and are able to develop innovative solutions from operational experience as a third party logistics partner.

Recent Posts

LeanCor Helps Golf Ball Maker "Tackle SKU-Intensive Product Lines, Find Supply Chain Sweet Spot"

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LeanCor in Inbound Logistics Magazine - The Cosmetic Supply Chain

"Countless SKUs, fickle consumers, and multi-channel distribution drive cosmetics companies to take on a supply chain makeover." - Inbound Logistics

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Executive Spotlight Series: Connecting Silos Within a 9,000-Mile Supply Chain


As Vice President of Industrial and Supply Chain Strategy at Camso -- a multinational tire and rubber manufacturer with four business units and a 9,000-mile supply chain -- Joe Schnippert is faced with his share of daily challenges.  Amid port strikes, long lead times, and manufacturing line disruptions,  Camso has continually kept customer service in the forefront and maintained an aggressive focus on operational excellence. 

We interviewed Joe to learn about some best practices that have helped pave the way forward. 

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5 More Things We Learned About the S&OP Process

As a 360 degree integration tool between all functional departments, sales and operations planning (S&OP) is the operational blue‐print of the organization for profitably matching supply and demand. It brings functional silos together to develop a cohesive set of plans to deliver maximum value to the customer at the lowest total cost.

While effective in theory, putting S&OP into practice can be challenging for many organizations. And although S&OP pertains mostly to manufacturing facilities and tangible products, it can have significant impacts to service industries as well.

In our recent webinar, "How to Master S&OP for Simplifying Your Supply Chain," we learned how to take a more proactive and collaborative approach to managing supply chain complexity with S&OP.

 

Here are five more tips we learned about the S&OP process...

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End-to-End Supply Chain Collaboration: It's More Than a Technology Platform

Advancing your supply chain to improve performance and working capital requires collaboration. But true supply chain collaboration is much more fundamental than information technologies committing to new platforms. Lean material flow requires each function and firm to first recognize that they are part of a system of interconnected functions.  Recognition of the supply chain system is the first step in total cost decision making.

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3 Ways Lean Visual Management Can Make a Big Difference in Your Workplace

A major element of achieving end-to-end supply chain visibility is creating visual management in all workplaces.  Time and time again, we've seen that the better the visual management in a workplace, the better people are at solving problems. At the heart of visual management is the essence of connecting people to process and bridging process to process.

Here are three ways lean visual management can make a big difference in your workplace.

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Survey Report: Where Organizations Are Lacking End-to-End Supply Chain Visibility

Far too many organizations are simply operating without visibility to what's actually happening throughout the supply chain. In this state, businesses decisions are often made based on a myopic, single-process view of the operation vs. what's best to maximize customer value at the lowest possible total cost

In a recent benchmarking Quick Study, we surveyed C-Suite and VP-level executives from manufacturing, retail, wholesale, and service companies to understand where they have (or lack) end-to-end supply chain visibility.

We shared the results in our recent webinar on "Creating End-to-End Visibility in Your Supply Chain" presented by Derek Browning, VP of Sales and Marketing and Brent Rogers, Director of Lean Deployment for LeanCor Consulting.

Here's what we found...

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5 Things We Learned About the S&OP Process

As a 360 degree integration tool between all functional departments, sales and operations planning (S&OP) is the operational blue‐print of the organization for profitably matching supply and demand. It brings functional silos together to develop a cohesive set of plans to deliver maximum value to the customer at the lowest total cost.

While effective in theory, putting S&OP into practice can be challenging for many organizations. And although S&OP pertains mostly to manufacturing facilities and tangible products, it can have significant impacts to service industries as well.

In our webinar, "The New S&OP" we learned about proven, innovative techniques to implement an effective S&OP process and advance supply chains at multi-layer company environments.

Here are five things we learned about the new S&OP process...

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Why Do Long-Term Business Plans Conflict With Short-Term Results?

In a recent survey we sent to business leaders, 74% of respondents said they follow a long-term business vision but are tied to short term results. This is often due to the complexity of functional silos that can create internal inconsistencies and ultimately pass mistakes onto customers if left unmanaged.

In a recent webinar, we explored the business methodology that drives improvements in all parts of a business by focusing on supply chain-centric decision making, performance, and maturity. This includes the management systems that enable functional areas to align and collaborate to deliver measurable business results.

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Lean Logistics and Transportation Management

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