Castrol's European operation faced a common supply-chain conundrum: excess inventory and poor customer service. A new planning department separate from execution, coupled with technology from ToolsGroup, got the company's supply chain back on track.
Preaching the gospel of Six Sigma, the company takes a global approach to the coordination of after-market parts planning, inventories and distribution.
To meet the ranking's exacting criteria, these companies' supply chains had to be driven by demand forecasting, use cutting edge technology and produce industry leading financial results.
Tracking and measuring the performance of various supply-chain functions is necessary but not sufficient for today's extended enterprise. Tying that performance to corporate strategic goals and closing the loop on execution to ensure continuous improvement are keys to effective performance management.
Brand awareness isn't just about product quality and saturation advertising. A smoothly functioning supply chain is a crucial element in winning customer loyalty.
The notion of lean supply chains remains relevant even though the concept has been around for years. Like individuals in their battles of the bulge, enterprises face a never-ending fight against bloated processes and excessive inventory.
All it takes is one small slip-up to undermine a company's supply chain. Here are 10 tips on how to optimize transportation programs, and avoid the catastrophic • Fourth in the Best Practices series.