Supply Chains to Admire Report 2020

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An analysis of financial performance of manufacturers and retailers at the intersection of growth, operating margin, inventory turns and Return on Invested Capital (ROIC) for the period of 2010-2019. Congratulations to 22 winners including AbbVie Inc., Assa Abloy AB, BorgWarner Inc., Broadcom, Dollar Tree Stores, Ecolab Inc., iRobot Corporation, Lockheed Martin Corporation, Koninklijke Ahold N.V. (Ahold), L'Oréal S.A, Monster Beverage Company, PACCAR Inc, Reckitt Benckiser Group plc, ResMed, Rockwell Automation, Samsung, Sleep Number, Taiwan Semiconductor Manufacturing (TSMC) Company, The Toro Company, TJX Companies, Ubiquiti Networks, United Tractors, and VF Corporation.

2020Supply Chains
to Admire

Disclosure // 3
Executive Summary // 5
Having the Right Stuff // 6
Trends and Insights // 15
A Closer Look at Supply Chains
to Admire // 16
Results by Industry // 10
What Drives Value? // 18
Recommendations // 19
Conclusion // 21
Analysis by Industry // 22
TABLE OF CONTENTS

Discrete Industry Overview //26
Process Industry Overview // 40
Research
Methodology // 48
Calculations // 48
The Criteria // 50
About Supply Chain Insights LLC // 51
About Lora Cecere // 52

2020
Supply Chains
to Admire

EXECUTIVE SUMMARY

HAVING THE RIGHT STUFF

COMPARISON OF METHODOLOGIES

TRENDS AND INSIGHTS

A CLOSER LOOK AT
SUPPLY CHAINS TO ADMIRE
Results by Industry

WHAT DRIVES VALUE?

RECOMMENDATIONS

CONCLUSION

ANALYSIS BY INDUSTRY

DISCRETE INDUSTRY OVERVIEW

RESEARCH METHODOLOGY
CALCULATIONS

THE CRITERIA

ABOUT LORA CECERE

Supply Chains to Admire Report 2020

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In this report, we share insights on 31 companies in the Semiconductor industry. This industry is the primary raw material provider and driver of innovation in the technology value network. Within the industry, there are three primary shifts defining the market: 1) Advanced analytics are pushing advancement in semiconductor manufacturing 2) New mobility trends are diversifying demand for automotive semiconductors 3) Security issues represent the greatest obstacle to growth of the Internet of Things, and semiconductor companies are helping address the issue Within the technology value network, the story is survival. Price compression, technology advancement, and short product life cycles transformed supply chains. Most scrambled to keep up. Due to the degree of change, some of the most advanced supply chain practices within any industry are in the technology value network. Despite the scramble to drive change and improve value, year-over-year change in this maturing value chain is a sea of red. In Table 1, the top number within each cell represents the average during the 2010 through 2016 time period, and the bottom number represents the percentage change in 2016 as compared to the value in 2010. So, the average growth in the Semiconductor industry was 14%, but the net change comparing the growth of 2010 to 2016 was a sharp decline of 23%.

Supply Chain Metrics That Matter-A Focus on Semiconductor Companies

Supply Chain Metrics That Matter-A Focus on Semiconductor Companies

Supply Chain Metrics That Matter-A Focus on Semiconductor Companies

Today only one in three business leaders are satisfied with their supply chain. One of the issues is the lack of agility. In this report, we share case studies on how to improve supply chain agility. This report first defines supply chain agility and then shares case studies of agility techniques that work to improve the ability to deliver the same cost, quality and customer service given the rising levels of demand and supply volatility. Each case study is supported by the Supply Chains to Admire financial analysis.

Driving Supply Chain Agility

Driving Supply Chain Agility

Driving Supply Chain Agility

Executive Summary Supply chain excellence is easier to say than define. To make progress, companies need to clearly define the journey and the goals. For many this is problematic. The goals are unclear and the financial metrics are not well-understood. We want to provide research to help supply chain leaders correct these issues. Supply chain leaders want to improve results to drive shareholder value, but there is a problem. There is no industry standard definition of supply chain excellence or clarity on the how actions of the supply chain team drive shareholder value. In this report we try to help fill in the gaps by giving definitions to both. The Supply Chains to Admire analysis is now in its third year. It is a deep analysis of performance, improvement, and Price to Tangible Book Value (PTBV) of 320 companies across 31 industries for the period of 2009-2015. The source data for the analysis is public reporting of balance sheets and income statements. (Our source of balance sheet and income statement data is YCharts .)

2016 Supply Chains to Admire - Report - 26 July 2016

2016 Supply Chains to Admire - Report - 26 July 2016

2016 Supply Chains to Admire - Report - 26 July 2016

Executive Overview Over the course of the last decade, retailers made more progress on costs and inventory turns than manufacturers. In the rush for technology adoption, we commonly find companies overstating what is possible because they are not clear on the historical trends, and often mistakenly coached to overcommit by industry consultants to justify technology investments. In studying supply chain metrics, we find that each industry has a definitive pattern. Few are linear. To set reasonable goals, the definitions need to be very industry specific. That is the goal of this report. In developing supply chain strategy, one of the first objectives is defining what is possible. This involves delineating the metrics, establishing reasonable targets, and rates of improvement. In the review of strategy documents for clients, we find that most companies are not clear on any of these critical sets of assumptions. This report is designed to help. We start with the definition of metrics and then share industry progress for the period of 2006-2016. This report ends with recommendations and conclusions. • Report Details: This report is based on the analysis of orbit chart charts showing year-over-year supply chain performance at the intersection of operating margin and inventory turns for twenty industries for the period of 2006-2016. The goal is to help supply chain leaders to understand what is possible. • Objective: As supply chain leaders attempt to define supply chain excellence, they need guidance on industry supply chain performance and overall trends for benchmarking. The goal is to help supply chain leaders make better decisions. • Hypothesis: Each industry is unique and a good supply chain has different characteristics based upon the specific industry it is in, the product it creates and the customers it serves. Our aim is to help supply chain leaders understand relative industry performance. As shown in this report, each individual industry is charting a unique path on supply chain performance.

Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - Report

Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - Report

Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - Report

Webinar Presentation on Pandemic Research

Webinar Presentation on Pandemic Research

Webinar Presentation on Pandemic Research

Report Details: The research for this report was conducted via an online survey from March 12 - May 11, 2018. Surveys were conducted among 93 respondents -- a mix of business users (manufacturers, wholesalers/distributors/co-operatives, and third-party logistics providers, n=34), vendors (software providers and consultants, n=39), and others (academics, analysts, unemployed, and others, n=20). Objective: To understand the current and expected future state of supply chain risk management, the biggest drivers of risk, and the impact on supply chain disruptions. NOTE: supply chain risk management is defined as the proactive identification and assessment of potential risks to the supply chain, as well as the development of strategies to avoid these risks. Highlight: Nearly two-thirds of respondents believe that their company performs better today on risk management practices than five years ago yet they had 3.5 disruptions last year on average. Managing risk requires a network approach. Today’s investments in end-to-end supply chain are by and large not effective in risk mitigation. Only 37% have visibility of extended-tier suppliers and most lack the solutions to manage global complexity.

How Can You Drive Opportunity If You Cannot Manage Risk?

How Can You Drive Opportunity If You Cannot Manage Risk?

How Can You Drive Opportunity If You Cannot Manage Risk?

This report is the third in a three-part series. First we define a market-driven value network, then we apply these concepts to the Sales and Operations Planning process, and finally, we discuss the purchase of technology to enable this vision. Here are links to the reports: • Building Market-driven Value Networks • Market-driven Sales and Operations Planning • Putting Together the Pieces This report is based on nine years of observations of the Sales and Operations Software market’s evolution. It is built on the premise that the best research is based on year-over-year studies and ongoing market triangulation.

Putting Together the Pieces - A Guide to S&OP Technology Selection- 20 AUGUST...

Putting Together the Pieces - A Guide to S&OP Technology Selection- 20 AUGUST...

Putting Together the Pieces - A Guide to S&OP Technology Selection- 20 AUGUST...

Sales and Operations Planning: A Guide for the Supply Chain Leader

Sales and Operations Planning: A Guide for the Supply Chain Leader

Sales and Operations Planning: A Guide for the Supply Chain Leader

Supply Chains to Admire Analysis for 2019

Supply Chains to Admire Analysis for 2019

Supply Chains to Admire Analysis for 2019

Putting Together the Pieces - The 2013 Guide to S&OP Technology Selection

Putting Together the Pieces - The 2013 Guide to S&OP Technology Selection

Putting Together the Pieces - The 2013 Guide to S&OP Technology Selection

The Supply Chains to Admire™ analysis is an annual study of supply chain excellence. Now in its fourth year of development, the focus of this research is to better understand supply chain performance and improvement of 494 publicly held companies in 31 peer groups for the period of 2010-2016. At the 2017 Supply Chain Insights Global Summit, winners from the analysis will share insights on driving supply chain excellence.

2017 Supply Chains to Admire - 13 JUN 2017 report

2017 Supply Chains to Admire - 13 JUN 2017 report

2017 Supply Chains to Admire - 13 JUN 2017 report

Comparison of the Supply Chains to Admire and Gartner Top 25 Winners for 2011...

Comparison of the Supply Chains to Admire and Gartner Top 25 Winners for 2011...

Comparison of the Supply Chains to Admire and Gartner Top 25 Winners for 2011...

Survey Details: The research for this report was conducted online from January 6 - September 14, 2015 by Supply Chain Insights. Surveys were conducted among Manufacturers and Wholesalers/Distributors/Co-operatives with $250M+ in revenue and who have at least one S&OP process (n=73). For the purpose of analysis, respondents were split between those with a self-reported "effective" S&OP (n=31) and those without (n=42). Objective: To understand the value proposition of an effective S&OP (Sales and Operations Planning) process. NOTE: An S&OP process was defined as a "tactical planning process to forecast sales and plan operations." Highlight: Companies with a more effective S&OP process are more aligned, agile and balanced, which leads to greater control and improved response.

What Is the Value Proposition of Sales and Operations Planning?

What Is the Value Proposition of Sales and Operations Planning?

What Is the Value Proposition of Sales and Operations Planning?

The basis of this report is publicly available information from corporate annual reports from the period of 2006-2014 for publicly-owned companies in the chemical industry. The methodology to understand supply chain performance and improvement is based on three years of data mining of supply chain financial ratios. In Table 1, we share the supply chain ratios we analyzed to understand the trends in the Supply Chain Metrics That Matter report series Table 1. Financial Ratios Considered in the Development of the Supply Chain Index While there are other measurements which we believe are important in the determination of supply chain excellence—forecast accuracy, case fill rate, carbon footprint, and inventory write-offs—we cannot find a reliable and consistent source of data for these metrics that covers all industries and the years studied. While these metrics are valuable, we find that the industry data sources are spotty and largely inaccurate due to the self-reporting of data. Without a consistent data source across the industries, we cannot include these factors even though we believe that they are important. The Supply Chain Index methodology was built on the belief that the supply chain is a complex system with increasing complexity. We believe it is the supply chain leader’s role to build and manage supply chain performance to drive year-over-year improvements which are balanced, strong and resilient. We find that most companies throw the system out of balance and are able to drive progress only on a single metric, not a metrics portfolio. To illustrate this point, in the development of the Supply Chains to Admire Report, we studied public manufacturing and retail companies for the period of 2006-2013, and we found that only 21 of the companies in the study group performed better than their peer group on the portfolio of metrics of operating margin, inventory turns and Return on Invested Capital (ROIC). In our review of the data in this report with supply chain leaders, we found that most companies are not aware of how they rate relative to their peer group, and many have driven a singular metric as opposed to a balanced portfolio. In the management of the supply chain, there are many metrics. In fact, we find that most supply chain leaders measure too many, which drives confusion. Our first goal in the research was to determine which metrics should be tracked in the portfolio analysis. To understand the relationship between supply chain performance and market capitalization, we calculated the correlation of seven years of financial ratios (based on quarterly reporting) to market capitalization (the number of outstanding shares multiplied by the share price) on a quarterly basis. The results of this study on the correlation to market capitalization are presented in Table 2. Our goal was to select a portfolio of metrics that could be meaningful to all industries.

Supply Chain Metrics That Matter - A Focus on Chemical Companies - 28 May 2015

Supply Chain Metrics That Matter - A Focus on Chemical Companies - 28 May 2015

Supply Chain Metrics That Matter - A Focus on Chemical Companies - 28 May 2015

Executive Overview High-Tech supply chains serve global markets with regional preferences. They include some of the most advanced processes and strongest supply chain leadership across all industries. As a result, the value chain made more progress than others in the course of the last decade. Unlike other value chains, all four segments of this value chain improved inventory turns. It was through hard work, network design, and a focus on planning. While other industries implemented supply chain planning and then turned to spreadsheets, this industry got good at managing inventories. The stakes were higher. As inventories sit in the channel for the High-Tech industry, prices fall. As a result, this industry has developed some of the best inventory practices across all industries. On the flip-side, the lack of growth and the declining margins of the Contract Manufacturing industry is a risk for this value chain. Within the High-Tech value chain, Contract Manufacturing is the weak link. The industry will drive the autonomous supply chain. These leaders will make the digital pivot first. With some of the earliest technology adopters, and with more to gain from the adoption of technology, look for companies like Apple, Cisco, Dell, EMC, Emerson, Intel, and Samsung to drive cloud-based computing, cognitive computing, the Internet of Things (IoT), sensor development, and prescriptive analytics. The industry is also driving a shift through wide adoption and use of Open Source code from the Apache Software Foundation. These manufacturing leaders will pave the way for others. Their ability to lead will drive cross-industry demand and growth agendas. We hope that this report is a useful guide for companies in other industries to understand the impact of technology adoption on supply chain excellence.

Supply Chain Metrics That Matter: A Focus on the High-Tech Industry - 2016

Supply Chain Metrics That Matter: A Focus on the High-Tech Industry - 2016

Supply Chain Metrics That Matter: A Focus on the High-Tech Industry - 2016

Summary document on research from over 100 companies on the current state of Sales and Operations Planning. The average company has seven processes and feels significantly less satisfied in 2019 than in 2016. Business complexity outpaces process and technology evolution. Companies deploying SAP APO or IBP rate themselves significantly behind peer group due to the lack of what if modeling and modeling capabilities.

Current State of Sales and Operations Planning

Current State of Sales and Operations Planning

Current State of Sales and Operations Planning

Executive Overview Analytic strategies are at the core of digital innovation. It is a building block in digital manufacturing, autonomous supply chains, and digital path to purchase. New forms of analytics are defining new capabilities. Traditional supply chains do not sense. They respond. The response is usually late, and out of step with the market. Today’s supply chains are dependent on structured data and Excel spreadsheets. Despite spending 1.7% of revenue on Information Technology (IT), Excel ghettos are scattered across the organization. Most organizations are held hostage by long and grueling ERP implementations only to find out at the end of the project that the business users cannot get to the data. The traditional supply chain paradigm is an extension to the three-letter acronyms which dominated the client-server architected world of the 1990s—ERP, APS, PLM, SRM, and CRM—while the more enlightened business user understands that analytics are not an extension of yesterday’s alphabet soup. Historically, analytics has only meant reporting. In contrast, today, analytic strategies are at the core. As analytics capabilities morph and change, analytics technologies are at the core of the architecture, sandwiched between the conventional applications and workforce productivity tools as shown in Figure 2. Figure 2. Analytic Strategies at the Core of Digital Transformation Current State Today, the focus of analytics implementations is on data visualization, unstructured data mining, and data lake technologies. As will be seen in this report, this is rapidly changing. Within five years, the most disruptive technologies will be Blockchain and cognitive computing. New forms of analytics will make many of today’s technology approaches obsolete. Few companies, mainly early adopters, are working in these areas.

Rethinking Supply Chain Analytics - report - 23 JAN 2018

Rethinking Supply Chain Analytics - report - 23 JAN 2018

Rethinking Supply Chain Analytics - report - 23 JAN 2018

Supply Chain Progress in the Pandemic

Supply Chain Progress in the Pandemic

Supply Chain Progress in the Pandemic

25 July 2018 Report Details: The research for this report was conducted via an online survey from March 12 - May 11, 2018. Surveys were conducted among 93 respondents -- a mix of business users (manufacturers, wholesalers/distributors/co-operatives, and third-party logistics providers, n=34), vendors (software providers and consultants, n=39), and others (academics, analysts, unemployed, and others, n=20). Objective: To understand the current and expected future state of supply chain risk management, the biggest drivers of risk, and the impact on supply chain disruptions. NOTE: supply chain risk management is defined as the proactive identification and assessment of potential risks to the supply chain, as well as the development of strategies to avoid these risks. Highlight: Nearly two-thirds of respondents believe that their company performs better today on risk management practices than five years ago yet they had 3.5 disruptions last year on average. Managing risk requires a network approach. Today’s investments in end-to-end supply chain are by and large not effective in risk mitigation. Only 37% have visibility of extended-tier suppliers and most lack the solutions to manage global complexity.

How Can You Drive Opportunity If You Cannot Manage Risk?

How Can You Drive Opportunity If You Cannot Manage Risk?

How Can You Drive Opportunity If You Cannot Manage Risk?

Executive Summary Supply chain excellence makes a difference to corporate value. Resilient, predictable, and forward-looking supply chain processes drive sustained balance sheet improvement. This is especially true in times of declining growth. (In this research, only four industries—aerospace & defense, apparel, automotive, and packaging suppliers—experienced growth for 2009-2014.) Leaders want to drive excellence. By their nature these leaders are competitive. They want to power performance improvements, increase corporate value, and outpace competitors. It is not easy. The rate of business change is intense and the personal stakes are high. Day after day, supply chain leaders must answer questions like, “Which path should I to take? What are the best technologies to use? What is an acceptable rate of performance? How am I doing against my peer group? And, what can I learn from others that I can use to improve the performance of my own operation?” Until the development of the Supply Chain Index there was no independent and objective data-driven methodology that could answer these questions. With the development of this methodology there is now a way to gauge improvement. When we started this work we were fearful that the methodology would not be selective enough to reward leaders. Our fear was that the list would be too large. However, we should not have worried. For two consecutive years only 10% of the companies studied are performing above the average of their peer group on the Supply Chain Metrics That Matter—operating margin, inventory turns and Return on Invested Capital—while driving improvement to a greater degree than their peer group. It is a select group. Figure 5 shows the 26 winners of the 2015 Supply Chains to Admire analysis. The 26 companies are: Anheuser-Busch InBev; Audi AG; Biogen Inc; CCL Industries Inc.; Cisco Systems, Inc.; Coloplast Corp.; CVS Pharmacy; Dollar General Corporation; Dollar Tree, Inc.; Eastman Chemical Company; EMC Corporation; The Estée Lauder Companies Inc.; General Mills, Inc.; Intel Corporation; Deere & Company; Lexmark International Inc.; L'Oréal Group; Nike, Inc.; PPG Industries; Qualcomm Inc.; Samsung Electronics Co. Ltd.; United Tractors; Wal-Mart Stores, Inc.; Western Digital Corporation; and Whole Foods Market Inc. (Note: Shorter corporate or trade names are used in the tables within this report.) Seven companies have made the list for two consecutive years: Cisco Systems, Inc.; General Mills, Inc.; Eastman Chemical Company; EMC Corporation; Anheuser-Busch InBev; Intel Corporation; and Nike, Inc.

Supply Chains to Admire - 2015

Supply Chains to Admire - 2015

Supply Chains to Admire - 2015

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Supply Chain Metrics That Matter-A Focus on Semiconductor Companies

Supply Chain Metrics That Matter-A Focus on Semiconductor Companies

Supply Chain Metrics That Matter-A Focus on Semiconductor Companies

Driving Supply Chain Agility

Driving Supply Chain Agility

Driving Supply Chain Agility

2016 Supply Chains to Admire - Report - 26 July 2016

2016 Supply Chains to Admire - Report - 26 July 2016

2016 Supply Chains to Admire - Report - 26 July 2016

Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - Report

Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - Report

Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - Report

Webinar Presentation on Pandemic Research

Webinar Presentation on Pandemic Research

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How Can You Drive Opportunity If You Cannot Manage Risk?

How Can You Drive Opportunity If You Cannot Manage Risk?

How Can You Drive Opportunity If You Cannot Manage Risk?

Putting Together the Pieces - A Guide to S&OP Technology Selection- 20 AUGUST...

Putting Together the Pieces - A Guide to S&OP Technology Selection- 20 AUGUST...

Putting Together the Pieces - A Guide to S&OP Technology Selection- 20 AUGUST...

Sales and Operations Planning: A Guide for the Supply Chain Leader

Sales and Operations Planning: A Guide for the Supply Chain Leader

Sales and Operations Planning: A Guide for the Supply Chain Leader

Supply Chains to Admire Analysis for 2019

Supply Chains to Admire Analysis for 2019

Supply Chains to Admire Analysis for 2019

Putting Together the Pieces - The 2013 Guide to S&OP Technology Selection

Putting Together the Pieces - The 2013 Guide to S&OP Technology Selection

Putting Together the Pieces - The 2013 Guide to S&OP Technology Selection

2017 Supply Chains to Admire - 13 JUN 2017 report

2017 Supply Chains to Admire - 13 JUN 2017 report

2017 Supply Chains to Admire - 13 JUN 2017 report

Comparison of the Supply Chains to Admire and Gartner Top 25 Winners for 2011...

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What Is the Value Proposition of Sales and Operations Planning?

What Is the Value Proposition of Sales and Operations Planning?

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Supply Chain Metrics That Matter - A Focus on Chemical Companies - 28 May 2015

Supply Chain Metrics That Matter - A Focus on Chemical Companies - 28 May 2015

Supply Chain Metrics That Matter - A Focus on Chemical Companies - 28 May 2015

Supply Chain Metrics That Matter: A Focus on the High-Tech Industry - 2016

Supply Chain Metrics That Matter: A Focus on the High-Tech Industry - 2016

Supply Chain Metrics That Matter: A Focus on the High-Tech Industry - 2016

Current State of Sales and Operations Planning

Current State of Sales and Operations Planning

Current State of Sales and Operations Planning

Rethinking Supply Chain Analytics - report - 23 JAN 2018

Rethinking Supply Chain Analytics - report - 23 JAN 2018

Rethinking Supply Chain Analytics - report - 23 JAN 2018

Supply Chain Progress in the Pandemic

Supply Chain Progress in the Pandemic

Supply Chain Progress in the Pandemic

How Can You Drive Opportunity If You Cannot Manage Risk?

How Can You Drive Opportunity If You Cannot Manage Risk?

How Can You Drive Opportunity If You Cannot Manage Risk?

Supply Chains to Admire - 2015

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Supply Chains to Admire - 2015

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The Supply Chains To Admire methodology tracks the rate of improvement and performance of 60 public companies in 28 industry sectors. Twenty companies outperform including In the 2021 analysis, twenty companies met the Supply Chains to Admire Award criteria. The winners include Apple, AbbVie Inc., Air Products & Chemicals, Assa Abloy AB, Broadcom, Celestica, Dollar General, Ecolab Inc., Intuitive Surgical, Inditex, Lockheed Martin Corporation, Nike Inc., Nvidia, PACCAR Inc, Ross Stores, Sleep Number, Taiwan Semiconductor Manufacturing (TSMC) Company, Tempur Sealy, TJX Companies, and Western Digital. No company met the criteria in seventeen of the twenty-six sectors studied.

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When it comes to supply chain, no two industries are the same; but, improving Cash-to-Cash cycle (C2C) metrics matters across all industries. With over a decade of investment in technology and process improvements, we can now assess progress. In this report, we examine the financial data in three time frames: 2000-2003 Dawn of Business-to-Business (B2B) commerce and Global Connectivity 2004-2007 Pre-recession 2008-2011 Post-recession The health of the supply chain can be quickly assessed through the analysis of the C2C metric. It is a composite metric that combines decisions on receivables, payables and inventory management. Overall, while supply chain leaders have focused on the reduction of C2C cycles, little progress has been made. For most, despite a decade of investments in channel connectivity and supply chain optimization, there is limited progress on receivables and inventory. Instead, we find that the most mature companies have turned to increasing Days of Payables in an effort to reduce C2C. This can be detrimental to the overall health of the supply chain. Over the last fifteen years, the only industry that has shown dramatic and continuous improvement in reducing C2C cycles is high-tech and electronics. While there are slight improvements in consumer packaged goods (CPG) and chemical supply chains, the results in pharmaceutical and automotive are much worse. While many supply chain professionals may claim that the changes in the supply chain—offshoring of manufacturing, cost of capital, increasing product complexity and decreasing product life cycle—are reasons that there was not more progress, the interesting fact is that the industry that had the greatest obstacles made the most progress. The reason? We believe it mattered more in the high-tech industry. With short life cycles and declining margins over the course of the product life cycle, it is just too expensive for a high-tech company to neglect inventory management. As a result, the high-tech and electronics industry has developed better and more comprehensive planning processes overall. In this report, we share insights on the trends in five industries: automotive, high-tech and electronics, chemical, CPG and pharmaceutical. The data supports three facts:

Supply Chain Metrics That Matter: The Cash-to-Cash Cycle 30 NOV 2012

Supply Chain Metrics That Matter: The Cash-to-Cash Cycle 30 NOV 2012

Supply Chain Metrics That Matter: The Cash-to-Cash Cycle 30 NOV 2012

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The global control valves market is currently experiencing a healthy growth. Looking forward, IMARC Group expects the market to register a CAGR of around 5% during 2020-2025. To learn more about this market, visit us at: https://www.imarcgroup.com/control-valves-market We are regularly tracking the direct effect of COVID-19 on the market, along with the indirect influence of associated industries. These observations will be integrated into the report. The report provides an analysis of the key trends in each sub-segment of the market, along with forecasts for growth at the global, regional and country-level from 2020-2025. The competitive landscape of the market has also been analyzed in the report with the detailed profiles of the key players. For more information, request for a free sample report here: https://www.imarcgroup.com/control-valves-market/requestsample Contact Us: IMARC Group 30 N Gould St, Ste R Sheridan, WY (Wyoming) 82801 USA Email: Sales@imarcgroup.com Tel No:(D) +91 120 433 0800 Americas:- +1 631 791 1145 | Africa and Europe :- +44-702-409-7331 | Asia: +91-120-433-0800, +91-120-433-0800

Control Valves Market Report and Forecast 2020-205 With COVID-19 Update

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Supply Chains to Admire 2022

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The research paper is based on analysis of annual report of PTC and its key competitors, published articles on Pakistan tobacco industry and interview of PTC Territory Executive Lahore Region Mr Raja Faheem. Due to time and resource constraints, the study has focused on tobacco cigarettes only. For both PTC and its competitors. Therefore, all the evaluations and results relate to tobacco cigarettes and other tobacco and no-tobacco products are not analysed of the company.

Pakistan Tobacco Company: Strategic Analysis

Pakistan Tobacco Company: Strategic Analysis

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PolyDADMAC is mainly used in water purification. The water treated using PolyDADMAC is not 100% purified. However, due to its advantages all the other minor problems are been ignored therefore PolyDADMAC water treatment is the choice for most water and wastewater treatment applications in low cost.It is anticipated that three years down the line the demand for PolyDADMAC will decrease due to the substitute’s product available in market.

PolyDADMAC are the main source of water purification and treatment process.

PolyDADMAC are the main source of water purification and treatment process.

PolyDADMAC are the main source of water purification and treatment process.

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The global process automation market is estimated to grow at a CAGR of 6.4% b...

Control Valves Market Report and Forecast 2020-205 With COVID-19 Update

Control Valves Market Report and Forecast 2020-205 With COVID-19 Update

Control Valves Market Report and Forecast 2020-205 With COVID-19 Update

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Supply Chains to Admire 2022

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Pakistan Tobacco Company: Strategic Analysis

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Control valve market

Control valve market

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Hydraulics market

Hydraulics market

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Microgrid controller market

Microgrid controller market

Microgrid controller market

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Microgrid controller market

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Hydraulics market

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2023 Reset Report v3.1.pdf

2023 Reset Report v3.1.pdf

Submission to Journal of Logistics

Submission to Journal of Logistics

Submission to Journal of Logistics

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River of Demand - ALL RIVERS with QR.pdf

River of Demand - ALL RIVERS with QR.pdf

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NOW 2022 Conference Lora Cecere

NOW 2022 Conference Lora Cecere

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Digital Transformation Western Digital

Digital Transformation Western Digital

Imagine 2022 Rick McDonald Content rev5.pptx

Imagine 2022 Rick McDonald Content rev5.pptx

Imagine 2022 Rick McDonald Content rev5.pptx

Sleep Number Supply Chain's To Admire.pptx

Sleep Number Supply Chain's To Admire.pptx

Sleep Number Supply Chain's To Admire.pptx

Future of Healthcare--2030

Future of Healthcare--2030

Future of Healthcare--2030

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AmeriCare Royal

AmeriCare Royal

Supply Chains to Admire Award Winner

Supply Chains to Admire Award Winner

Supply Chains to Admire Award Winner

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Navigating the Talent Crunch

Navigating the Talent Crunch

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Use of Social Tokens in Supply Chain

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Lora Cecere Opening Presentation Imagine 2022.pptx

Lora Cecere Opening Presentation Imagine 2022.pptx

Summary Pilot Work Project Zebra

Summary Pilot Work Project Zebra

Summary Pilot Work Project Zebra

Rivers of Demand

Rivers of Demand

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Building Outside-in Planning Processes

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Supply Chains to Admire Analysis 2022_2022 presentation.pptx

Supply Chains to Admire Analysis 2022_2022 presentation.pptx

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Sales and Operations Planning processes are not a panacea. Just because an organization has a process, does not automatically mean that the company will drive value. In the past decade, company progress moved backwards with fewer and fewer companies believing that they are successful. The reasons? Lack of definition of supply chain excellence, the need for design, clear delineation of governance, clarity of the role of the financial budget and the organizational tension in reconciliation with the market, and the lack of organizational alignment.

Why is Sales and Operations Planning So Hard?

Why is Sales and Operations Planning So Hard?

Why is Sales and Operations Planning So Hard?

Wicked Hyper Presentation: Future of Container Ports

Wicked Hyper Presentation: Future of Container Ports

Wicked Hyper Presentation: Future of Container Ports

Más de Lora Cecere (20)

2023 Reset Report v3.1.pdf

2023 Reset Report v3.1.pdf

2023 Reset Report v3.1.pdf

Submission to Journal of Logistics

Submission to Journal of Logistics

Submission to Journal of Logistics

River of Demand - ALL RIVERS with QR.pdf

River of Demand - ALL RIVERS with QR.pdf

River of Demand - ALL RIVERS with QR.pdf

NOW 2022 Conference Lora Cecere

NOW 2022 Conference Lora Cecere

NOW 2022 Conference Lora Cecere

Digital Transformation Western Digital

Digital Transformation Western Digital

Digital Transformation Western Digital

Imagine 2022 Rick McDonald Content rev5.pptx

Imagine 2022 Rick McDonald Content rev5.pptx

Imagine 2022 Rick McDonald Content rev5.pptx

Sleep Number Supply Chain's To Admire.pptx

Sleep Number Supply Chain's To Admire.pptx

Sleep Number Supply Chain's To Admire.pptx

Future of Healthcare--2030

Future of Healthcare--2030

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AmeriCare Royal

AmeriCare Royal

AmeriCare Royal

Supply Chains to Admire Award Winner

Supply Chains to Admire Award Winner

Supply Chains to Admire Award Winner

Navigating the Talent Crunch

Navigating the Talent Crunch

Navigating the Talent Crunch

Use of Social Tokens in Supply Chain

Use of Social Tokens in Supply Chain

Use of Social Tokens in Supply Chain

Lora Cecere Opening Presentation Imagine 2022.pptx

Lora Cecere Opening Presentation Imagine 2022.pptx

Lora Cecere Opening Presentation Imagine 2022.pptx

Summary Pilot Work Project Zebra

Summary Pilot Work Project Zebra

Summary Pilot Work Project Zebra

Rivers of Demand

Rivers of Demand

Rivers of Demand

Building Outside-in Planning Processes

Building Outside-in Planning Processes

Building Outside-in Planning Processes

Supply Chains to Admire Analysis 2022_2022 presentation.pptx

Supply Chains to Admire Analysis 2022_2022 presentation.pptx

Supply Chains to Admire Analysis 2022_2022 presentation.pptx

Building Outside-in Supply Chain Processes

Building Outside-in Supply Chain Processes

Building Outside-in Supply Chain Processes

Why is Sales and Operations Planning So Hard?

Why is Sales and Operations Planning So Hard?

Why is Sales and Operations Planning So Hard?

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Wicked Hyper Presentation: Future of Container Ports

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Supply Chains to Admire Report 2020

1. 2020Supply Chains to Admire

2. Disclosure // 3 Executive Summary // 5 Having the Right Stuff // 6 Trends and Insights // 15 A Closer Look at Supply Chains to Admire // 16 Results by Industry // 10 What Drives Value? // 18 Recommendations // 19 Conclusion // 21 Analysis by Industry // 22 TABLE OF CONTENTS

3. Discrete Industry Overview //26 Process Industry Overview // 40 Research Methodology // 48 Calculations // 48 The Criteria // 50 About Supply Chain Insights LLC // 51 About Lora Cecere // 52

4. 2020 Supply Chains to Admire

5. EXECUTIVE SUMMARY

6. HAVING THE RIGHT STUFF

7.

8.

9.

10. COMPARISON OF METHODOLOGIES

11. TRENDS AND INSIGHTS

12. A CLOSER LOOK AT SUPPLY CHAINS TO ADMIRE Results by Industry

13.

14. WHAT DRIVES VALUE?

15. RECOMMENDATIONS

16.

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19. ANALYSIS BY INDUSTRY

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26. DISCRETE INDUSTRY OVERVIEW

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48. RESEARCH METHODOLOGY CALCULATIONS

49.

50. THE CRITERIA

51.

52. ABOUT LORA CECERE