Planning benchmarking webinar

Supply Chain Planning
Benchmarking
June 2014

Supply Chain Insights LLC Copyright © 2014, p. 2
An independent supply chain analyst and
research company, focused on delivering
actionable and objective advice for supply
chain leaders.
Our Mission

Supply Chain Insights

Our Research Difference
Our Research Difference
Company Audience Inputs Research Methodology Outputs Paid Services
Our
Model
(Supply Chain
Insights)
Supply chain
leader
Inquiry
Research
hypothesis
Combination of quantitative and
qualitative research, coupled with
financial benchmarking to
unearth new insights. Survey
respondents are always known
and kept confidential.
Open research
(available to all):
• Blog posts
• Podcasts
• Reports
• Webinars
• Advisory
• Speeches
• Event
• Training
• Custom
research
Conventional
Analyst Model
CIO audience Inquiry
When a question is asked multiple
times, the analyst digs in to do some
“research” to determine the answer.
Research is based on a series of phone
calls for a qualitative research project.
On occasion, a quantitative research
project is completed.
Paid research
(access to the
research is only
allowed based on
membership):
• Alerts
• Reports
• Networking & peer
group membership
with access to
written research
• Advisory
• Research
subscription
services
• Speaking
Networking
Model
A peer group of
members
Direction of the
peer advisory
board
Belief that there are known best
practices to mine from the participants.
Paid research
(access to the
research is based
on membership)
• Alerts
• Reports
• Networking & peer
group membership
with access to
written research
• Advisory
• Research
subscription
services
• Speaking
Business
Development
Model
Based on the paid
research project by
a vendor
A research
question by a
vendor for a
paid survey
Respondents are tied to business
development efforts for a technology
vendor. Lists are shared and used in
business development campaigns.
Research written
for the vendor
• Marketing
development
campaigns

What Does Research Mean to Us?
3 Core Research Types 5 Research Services & Products
1. Quantitative Surveys
2. Financial Analyses
3. Qualitative Interviews
1. Research Projects
2. Supply Chain Index
3. Financial Benchmarking
4. Supply Chain Planning Benchmarking
5. Technology Market Share Project
Results Shared Openly & Free of Charge
Reports Webinars Infographics Podcasts Blogs

A Supply Chain
is a Complex System
with Complex
Processes
with Increasing
Complexity
Our Belief
#sciwebinar

 Resilient and predictable
 Balanced across the set of metrics
to maximize value
 Showing year-over-year strength
against peer group
Desired Corporate Performance
#sciwebinar

The Supply Chain Effective Frontier:
First Representation
#sciwebinar

While we like this framework, there is no good
source of consistent and accurate data for:
– Forecast Accuracy
– Case Fill Rate
– Corporate Social Responsibility
Problem with this Framework
#sciwebinar

We believe that supply chain practices are “evolving
practices” and that we do not know what are “best practices.”
Nine out of ten companies are stuck at the intersection of
margin and cycles. We want to help companies tackle the
Effective Frontier with new ways of thinking.
Our Philosophy

Correlations to Market Capitalization
#sciwebinar

How to Read an Orbit Chart
#sciwebinar

Overall Ranking per Company
• Balance: Return on Invested Capital & Revenue Growth Vector Trajectory (30%)
• Strength: Inventory Turns & Operating Margin Vector Trajectory (30%)
• Resiliency: Inventory Turns & Operating Margin Mean Distance (30%)
• Peer: Peer Rankings by Industry (10%)
The Supply Chain Index
A new way to measure relative
supply chain performance by
industry, based on 4 components:
balance, strength, resiliency and
peer rankings.
Supply Chain Index: A Measure of Supply
Chain Improvement
#sciwebinar

The Index Framework
#sciwebinar

Supply Chain Index
30% 30% 30% 10%
#sciwebinar
What is the right weighting?
What is the right time period?

An exclusive, invitation-only group
of senior supply chain leaders
(330 at present):
• Two private networking events/year
• One-on-one networking as needed
• Invitations to rank companies for the
Supply Chain Index (one per company)
• Monthly calls on specific topics
Shaman’s Circle

Supply Chain Index: Food and Beverage
2006-2012
#sciwebinar

Campbell Soup and Hershey
(2000-2013)

General Mills and Kellogg’s
2000-2012

Supply Chain Index: Food and Beverage
2009-2012
#sciwebinar

Supply Chain Index: Chemical
2006-2012
#sciwebinar

Inventory Turns vs. Operating Margin
(2000-2012)
Source: Supply Chain Insights LLC, Corporate Annual Reports 2000-2012
2000
2012
2000
2012
3
4
5
6
7
8
0.00 0.10 0.20 0.30
InventoryTurns
Operating Margin
BASF SE E. I. du Pont de Nemours and Company
Best Scenario
BAS
0.10, 5.3
DD
0.10, 4.0
Average (Operating Margin, Inventory Turns)

Supply Chain Index: Chemical
2009-2012
#sciwebinar

• Objective: To conduct a comprehensive study of supply chain
planning effectiveness.
• Methodology: We combine financial ratio data, quantitative
survey data and qualitative research to provide unique insights
to companies, with a focus on demand, supply, and S&OP.
• Timing: June - December 2014
• Why Participate: To better assess business performance
from multiple angles.
Supply Chain Planning Benchmarking

Planning Benchmarking
Quantitative
Surveys
Qualitative
Interviews
Financial
Analyses
Views of Planners:
Analytics, Ease of Use,
Satisfaction with Reporting
and Optimization, Use of
Excel, Agility and Alignment,
What-if Analysis,
Satisfaction by Region
Organizational Design:
Organizational Charts,
Training Programs,
Turnover, Open
Positions, Salaries,
Tenure
Output: Report and Networking
Planner Productivity, Organizational
Alignment and Balance, The Relationship
of Planning, Gap between User and
Leadership Perspectives, IT
Effectiveness, Effectiveness and Financial
Metrics, Planning Effectiveness in
Demand and Supply
Views of Leaders:
Accuracy of Plan,
Organizational Fit,
Overall Satisfaction,
Satisfaction with Vendor
Corporate Performance:
DOI, MAPE, BIAS, Case
Fill, RONA, ROIC, ROA,
Growth for 2000-2013,
2006-2013, and 2009-
2013
Technology:
Version of APS, Number
of Instances, Frequency
of Planning, Custom
Optimization

The Life of a Survey
Design
Develop
Field Analyze Share
• Objectives
• Hypothesis
• Respondent
requirements
• Questionnaire
development
• Online
programming
and testing
• Conducted
online
• SCI database,
social networks
• Partner
outreach
• Independent
of partners
• Reported in
aggregate
• Reports, charts
& infographics
• Open content
research
3 months on average from start to finish

Divisional Analysis

Input Data
• Planning Process Evaluation
• Review of three months of demand planning
output
• Analysis of Sales and Operations Planning
documentation for three months
• Planning Process Review
• Silent participant on S&OP review for one month
• Review of Forecast Value Add data (if available)
• Analysis of Tactical Supply Planning plans
• Quantitative Survey Input
• Analysis of supply chain planner data
(satisfaction with technologies, use of
technologies, and current state of processes).
Collection of at least 30 respondents per
company per node analyzed.
• Financial Data
• When benchmarking divisional and regional
processes the need for DOI, RONA, Growth,
Operating Margin, Cost of Goods Sold for the
period of 2006-2013 (all data to be kept
confidential)
• Case Fill data by quarter by division and region
for 2006-2013
• Qualitative Analysis
• Interviews of five supply chain leaders per
company. Goal is to understand the importance
and performance of planning based on their
views. Identify leadership belief statements.
• Organizational Details
• Time for implementation
• Number of planners per region per application
• Turn-over of planners
• Training program details
• Organizational reporting
• Technology Implementation
• Type of software and implementation details
• Set-up: Number of instances and frequency
• ERP Landscape
• % of Business Planned
• Supply Chain Index Analysis
• Progress on operating margin and inventory
turns
• Resiliency
• Progress on growth and ROIC
• Customer service fulfillment

Output Data
• Gap Analysis. Contrast of leadership’s perspectives versus planners’ beliefs.
• Effectiveness of Demand Planning. Analysis of forecast-ability and actual results for bias, MPE,
MAPE and the connection to the changes in business outcome of margin, inventory, customer
service (case fill), growth, and ROIC/RONA. Time to plan.
• Effectiveness of Supply Planning. Balance between S&OP, slush and freeze periods and the
number of changes in the freeze duration, use of constraints and what-if analysis, analysis of
inventory (cycle, safety, seasonal, promotional, build and Slow and obsolete, and write-offs).
Analysis of inventory turns, manufacturing changes, and planning cycle.
• Effectiveness of Supply Planning. The impact of supply planning processes on agility,
resiliency, and balance. Analysis of the use of constraints, bottlenecks, what-if analysis, and
optimization techniques as compared to peer group.
• Organizational Insights. Understanding of employee productivity, satisfaction, alignment,
experience, and turnover as compared to peer group.
• Technology Satisfaction. Analysis of the technology footprint versus user satisfaction. Cost of
implementation and ongoing budgets. IT support efforts. Use of planning tools.

• Manufacturers greater than $1B
• Deployed APS for Demand and Supply
• Planning Group for at Least Five Years
• Support by the Executive Team
Who Can Participate?

Founding Members Participating Members
Input into the Study Design Participates in the Study
Ability to Get Custom Cuts of the
Data for Regions and Divisions
No Custom Data Cuts
Custom Report Standard Report
Types of Participation

• June Kick-off Project: Define Scope and Assign Project
Manager
• Late June Refine Questionnaire and Begin the Process of Sending
the Survey to Participants
• July Conduct Leadership Interviews and Begin to Gather
Technology Data
• Late July Schedule S&OP Silent Participant Sessions
• August Gather Planning Output Data from Demand, Supply and
S&OP
• September Begin Analysis
• October Refine Analysis
• December Final Report
• January Networking Session with Participants (Optional)
Timetable

1. Define scope. Set-up a one hour call to discuss objectives, concerns
and scope.
2. Assign a Project Manager, and socialize within the organization.
3. Set up interviews for the qualitative interviews with executives, and
arrange for the silent participation in S&OP
4. Gather planning documents (demand, inventory, and S&OP
documents) for the period of May-August of 2014.
5. Share details on the technology implementation. Footprint, data
model, Software release, planning cycle.
6. Gather documents on organizational design: number of planners,
reporting structures, training programs
7. Share data on customer service by business based on scope (monthly
data for the last three years)
Next Steps

What’s Happening at Supply Chain Insights
www.supplychaininsights.com

About Lora Cecere
• Founder of Supply Chain Insights
• Invited to be a “LinkedIn Influencer”
• Invited to write a guest blog for Forbes
• Author of 2 books: Bricks Matter (2012) and
Metrics That Matter (to publish Fall of 2014)
• Partner at Altimeter Group (leader in open research)
• 7 years of management experience leading analyst teams at Gartner
and AMR Research
• 8 years experience in marketing and selling supply chain software at
Descartes Systems Group and Manugistics (now JDA)
• 15 years leading teams in manufacturing and distribution operations for
Clorox, Kraft/General Foods, Nestle/Dreyers Grand Ice Cream and
Procter & Gamble.
Contact Information:
• Email: lora.cecere@supplychaininsights.com
• Blog: www.supplychainshaman.com (6000 pageviews/month)
• Forbes: http://www.forbes.com/search/?q=lora+cecere
• Twitter: lcecere (4800 followers)
• LinkedIn: linkedin.com/pub/lora-cecere/0/196/573 (7000 in the network)

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