Logistics, Manufacturing & Supply Chain Analysis
Our engagements cover a wide range of manufacturing and supply chain issues. Examples of typical issues faced by our clients are:
Increases in the cost of goods and other supply chain functions are resulting in a downward trend in profitability.
Perform a detailed diagnostic review of operations and compare productivity and performance indicators with competitive and industry benchmarks to identify potential opportunities for cost reduction.
A competitor is aggressively pricing its products in the market place and gaining market share.
What is the competitor’s marketing strategy, and does the competitor have a significant cost advantage? What does the industry cost curve look like, and what is our position on the curve?
Raw materials supply is critical to our business, and our supplier is pushing price increases.
What is the cost position of the supplier(s), and how do we ensure reliable supply at competitive prices?
In all of our engagements, we add value by combining our extensive knowledge of the manufacturing and supply chain issues across various industry segments, with our skills in competitive intelligence, engineering, and business analysis. Furthermore, manufacturing and supply chain analyses are often a part of an overall strategy development or a multi-dimensional program, and we tailor our approach and assemble a team to the specific needs of our clients.
Our Consulting model emphasizes Technology, Leadership, Staffing, Training and Development, employee motivation, compensation, and Change Management to help stay competitive in today’s rapidly changing environment.
Our Marketing, research and planning service gives you the knowledge to effectively plan, implement, and manage Manufacturing & Supply Chain initiatives according to your targeted market, industry description and outlook. We help you target highly specific market segments, use market test results, establish lead times, and evaluate your competition.
In essence, our supply chain management initiative integrates supply and demand management within and across companies, integrating function with primary networks for linking major business functions and business processes within and across companies into a cohesive and high-performing business model. It includes all of the logistics management activities noted above, as well as manufacturing operations, that drives coordination of processes and activities with and across marketing, sales, product design, finance and information technology.
There are a variety of supply chain models, which address both the upstream and downstream sides. However we find the SCOR model most useful. The SCOR Supply-Chain Operations Reference model, developed by the Supply Chain Council, measures total supply chain performance. It is a process reference model for supply-chain management, spanning from the supplier’s supplier to the customer’s customer. It includes delivery and order fulfillment performance, production flexibility, warranty and returns processing costs, inventory and asset turns, and other factors in evaluating the overall effective performance of a supply chain.
The Global Supply Chain Forum (GSCF) introduced another Supply Chain Model. This framework is built on eight key business processes that are both cross-functional and cross-firm in nature. Each process is managed by a cross-functional team, including representatives from logistics, production, purchasing, finance, marketing and research and development. While each process will interface with key customers and suppliers, the customer relationship management and supplier relationship management processes form the critical linkages in the supply chain.
The American Productivity & Quality Center (APQC) Process Classification Framework (PCF) SM is a high-level, industry-neutral enterprise process model that allows organizations to see their business processes from a cross-industry viewpoint. The PCF was developed by APQC and its member companies as an open standard to facilitate improvement through process management and benchmarking, regardless of industry, size, or geography. The PCF organizes operating and management processes into 12 enterprise level categories, including process groups, and over 1,000 processes and associated activities. We are adept at employing hybrid models based on the needs of the client.
Call us for a discussion of your goals. 1-800-791-6962 | Email: firstname.lastname@example.org