15 Dos and Don'ts of Worksite Observation for Supply Chain Leaders

Worksite observation, or "going to the gemba" in lean terms, is a supply chain leader's powerful tool for continuous improvement. If supply chain leaders don’t "go see" and gather facts, they may have a misinterpretation of what is really happening in the workplace. This can lead to subjective decision making and ineffective improvement efforts. 

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LeanCor Wins Great Supply Chain Partner Award from SupplyChainBrain

LeanCor is among a select group of companies whose customers recognize them for providing outstanding solutions and services. 

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New White Paper: Someone Keeps Changing the Channel: Exploring Omni-Channel Distribution Strategies

Weekly, monthly, and quarterly business reviews have consumer product companies asking themselves, “What should we do?” In today’s economy, they are caught in the middle of a price and service war amidst e-commerce giant Amazon and other major big-box retailers. 

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

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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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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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Executive Spotlight Series: Keeping the S&OP Process Simple

As Chief Operations Officer for Nature’s Sunshine Products, and a recently named supply chain "Rainmaker" by DC Velocity, Sue Armstrong is known for her ability to create order amidst a complex supply chain. 

Nature’s Sunshine, a nutritional supplement company based in Utah, operates in a largely regulatory landscape – they serve 43 international markets, manage over 4,000 forecasted SKUs, use over 900 raw material ingredients, and source from over 250 vendors. Over 90% of everything sold globally is manufactured in its Utah facility.

Overseeing worldwide sourcing, manufacturing, distribution and information technology, Sue leverages lean principles to drive collaboration, innovation, and operational excellence, bringing stakeholders together to drive solutions. Among these solutions are re-designing global supply chains, simplifying processes, removing waste and excess inventory while creating a holistic, collaborative team of skilled individuals working towards common goals. To that end, over 80 people have been accredited through internal lean programs in two years.

This focus on lean and collaboration coupled with supply chain complexity has changed the way Nature’s Sunshine does sales and operations planning (S&OP). We interviewed Sue on S&OP and the proven best practices that have led to her organization's success.

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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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C-Suite Spotlight Series: How to Get Better Results From Your Suppliers

"I have the pulse of my floor, do we have the pulse of our suppliers' floors? Are they moving the needle forward?"

As CFO for Bonfiglioli USA, a leader in global power transmission and control in Hebron, KY, Scott Guy is passionate about continuous improvement. Consistently recognized for analyzing complex business problems, Scott's everyday role requires making tough decisions while considering their long-term effects to the bottom line. 

One way Scott contributes to Bonfiglioli's growth and profitability is through its supplier base. We interviewed Scott on how he's formed partnerships with suppliers who share Bonfiglioli's core values, and ensures their development towards mutual success. 

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