2 2 www.seattlepi.com/boeing/787/787primer.asp.
3 3 John Teresko, “The Boeing 787: A Matter of Materials,” IndustryWeek (December 2007), 34–38.
4 4 Stephen C. Rogers, The Supply-Based Advantage (New York: Amacom, 2009), 144–148.
5 5 Suman Sarkar, The Supply Chain Revolution (New York: Amacom, 2017), 42.
6 6 Natalie Kitroeff and David Gelles, “Claims of Shoddy Production Draw Scrutiny to a Second Boeing Jet,” The New York Times (20 April 2019), www.nytimes.com.
7 7 Helen L. Richardson, “Building a Better Supply Chain,” Logistics Today (April 2005), 17–25.
8 8 Bob Herzog spoke at the Kinexions 2019 conference (16 October 2019), video posted at www.kinaxis.com.
9 9 John Langley Jr. and Infosys, 2020 Third-Party Logistics Study: The State of Logistics Outsourcing (University Park, PA: Penn State University, 2020), 9.
10 10 David Blanchard, “Inbound for Glory,” Supply Chain Technology News (April 2003), 1, 11.
11 11 Steve Banker, “Land O'Lakes Uses Visibility and Velocity to Combat Supply Chain Variability,” Forbes (1 November 2019), www.forbes.com.
12 12 www.uber.com.
13 13 “Health Care Costs 101: US Spending Growth Relatively Steady in 2018,” California Health Care Foundation (May 2020), www.chcf.org.
14 14 David Blanchard, “Leaning into the Supply Chain,” IndustryWeek (September 2014), 24–28.
15 15 Sundiatu Dixon-Fyle, Kevin Dolan, Vivian Hunt, et al., “Diversity Wins: How Inclusion Matters,” McKinsey & Company (19 May 2020), www.mckinsey.com.
16 16 David Blanchard, “Top 25 Supply Chains of 2017,” IndustryWeek (19 June 2017), www.industryweek.com.
17 17 Steve Minter, “Will Millennials Change Manufacturing?” Industry Week (28 December 2017), www.industryweek.com.
18 18 www.3m.com.
19 19 Mike Griswold, Dana Stiffler, Stephen Meyer, et al., “The Gartner Supply Chain Top 25 for 2020,” Gartner (May 2020), www.gartner.com.
20 20 “Shell: Achieving a Step Change in Logistics Performance through the Design and Deployment of a First-in-Industry 4PL Logistics Solution,” Accenture (2015), www.accenture.com.
21 21 www.e2open.com.
22 22 Steven Norton, “Shell Announces Plans to Deploy AI Applications at Scale,” The Wall Street Journal (20 September 2018), www.wsj.com.
23 23 David Blanchard, “The Healing Power of the IoT,” IndustryWeek (September/October 2016), 26–28.
24 24 www.jnj.com.
25 25 David Blanchard, “Top 25 Supply Chains of 2018,” Material Handling & Logistics (25 June 2018), www.mhlnews.com.
26 26 David Blanchard, “Mentoring and Technology Offer a Healthy Outlook for J&J,” IndustryWeek (2 January 2017), www.industryweek.com.
27 27 Lauren Thomas and Courtney Reagan, “Watch Out, Retailers. This Is Just How Big Amazon Is Becoming,” CNBC (13 July 2018), www.cnbc.com.
28 28 David Blanchard, “The Shape of Logistics Things to Come,” Material Handling & Logistics (September 2017), 12–19.
CHAPTER 3 Supply Chain Metrics: Measuring Up to High Standards
Flashpoints
Statistics are a vital part of managing a supply chain.
The smarter you are at measuring performance metrics, the better your supply chain will run.
Benchmarking lets you know exactly how good (or bad) your company is doing.
Keeping a supply chain scorecard will help you set and achieve attainable targets.
It's probably just a coincidence, but the rise in popularity of supply chain management occurred at the same time as the emergence of sabermetrics. No, you're not going to find that term defined in any business management journal; sabermetrics is the application of statistical analysis and research to the game of baseball. When personal computers became affordable in the early 1980s, supply chain analysts and sabermetricians alike fell in love with databases and spreadsheets that could crunch months' worth of product forecasts and decades' worth of box scores in minutes, rather than days. These days, “keeping a scorecard” is as much a part of the supply chain language as it is sports talk.
To paraphrase John Thorn, coeditor of Total Baseball, statistics are not just a cold-blooded means of dissecting profit-and-loss reports in order to examine a company's performance; rather, statistics are a vital part of the supply chain. The supply chain may be appreciated without statistics, but it cannot be understood without them.1