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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COMING SOON: Discovering Hidden Profit

Big news for supply chains everywhere...

LeanCor is proud to introduce a groundbreaking new business book for the C-Suite by Robert Martichenko and Peter Marks.

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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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C-Suite Spotlight Series: What is Zero Based Budgeting and What Does It Mean For Your Supply Chain?

"In manufacturing, zero-based budgeting doesn't just look at materials, but it challenges all the services and functions that are performed by the company."

As the chief financial officer of Harris & Ford LLC, a major chemical distributor, Charles works to improve the firm’s global distribution and logistics services to leading Fortune 500 companies in the food, pharmaceutical and industrial sectors.

One business trend Charles often now sees is zero-based budgeting -- a method of budgeting in which all expenses must be justified for each new period. We interviewed Charles about zero-based budgeting and how it's affecting supply chain.

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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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How Do You Change Behavior in Organizations?

Our weekly Executive Spotlight Blog Series will showcase business leaders' perspectives on real issues facing our industry, and the lean best practices that help improve supply chains and grow organizations.

We interviewed Jim Mikulski, Global Lean Six Sigma Master Black Belt, to understand how lean thinking is driving innovation at Greene, Tweed and enabling the forward-thinking company to change the game in its industry.

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Supply Chain: "The Switzerland of Today's Business" - Our Interview with Rick Blasgen, President and CEO of CSCMP

Our weekly Executive Spotlight Blog Series will showcase business leaders' perspectives on real issues facing our industry, and the lean best practices that help improve supply chains and grow organizations.

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What's on Your Supply Chain Wish List This Holiday Season?

Christmas is coming.  It's this time of year that many executives are wrapping up this year's activities, reflecting on this year's results, and planning for next year. 

We want to stay connected to you, and hear about how you wish to advance your supply chain in the new year. 

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The Next Big Thing in Supply Chain

Understanding the pulse of modern day supply chain complexity, as it exists across various industries, is a powerful thing.  It allows for benchmarking, trend-spotting and establishing a good idea of the current state of what most businesses are facing.  Keeping this in mind, we decided to reach out to some key C-level and senior level players across different industries in an effort to compile their views on their supply chains and supply chain complexity that they experience.  The results not only reiterated some of the beliefs that we held going into the survey but also added some additional gravity to what we already felt was a market need.

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