LeanCor was among a list of companies that made ALM Intelligence – Consulting division’s 2018 ratings of logistics consulting providers due to brand recognition in the industry.
"Trying to keep up with customer expectations is driving retailer investment, while agility and innovation are driving manufacturers' investment in their supply chains, according to a joint 2018 survey of supply chain executives." -Inbound Logistics
Today’s changing world of business complexity and disruption requires new vision, strategy, and innovation to grow and operate profitably. Leading organizations are realizing the wealth of untapped opportunity in their supply chains and are investing in internal and external support to elevate supply chain performance.
Partnering with a supply chain consulting firm can quickly yield reduced lead times, higher customer fill rates, and improved in-stock percentages - all make-or-break competitive drivers in today's fierce market.
We analyzed our top five, highest-selling supply chain consulting projects that leading companies are including in their strategic plans:
The 'Amazon effect,' and e-commerce are demanding more out of businesses. The pressure to adapt and innovate amidst higher customer expectations has created complexity that we are pioneering for the first time, making us feel as if we are all learning for the first time.
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 is among a select group of companies whose customers recognize them for providing outstanding solutions and services.
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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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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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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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Far too many organizations are simply operating without visibility to what's actually happening . In this state, businesses decisions are often made based on 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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