Too few companies stop to answer the questions: • Ibsl et ?h eH soowl udt ii od nt hgei vci on mg ap ag no yo dp eprl faonr?mI st ot hteh ep lpa lna nf e?a s i - • Athree ucsoemopfatneicehsnmolaokgiyn?g better decisions through • Ho folwo csahl omual dn at gheemy me natk, ed iav idsei oc ni sai ol tne?aWm hs ,aat ni sd tchoer pr ool-e rate organizations? Are they aligned? • What defines supply chain excellence? How can new forms of technology drive better insights? • Hreoswpodnodt?hey decrease the time to sense and then Reflection It hr oe uc egnhttl ya bt aouugt hPteat ec’ sl acsos mo nmoe un tt ss i da ne -di nt hper ol acceks soef ss; uI p p l y cdhe anilny, pi tl acnl inc ki negd .pIr owcaess sc l ae da ar. pPt ea ttei own at so rt iogdhat y. T’ shree as ol i ltuy.t iSounds- never morphed with the change from regional to global supply chains. I reflected on my experience as outlined in Table 4.1.
Inventory Management report (often called MEIO), and I challenged Pete. Was it that Kraft was not clear in its dn eo fti nc liet iaornoonf hs ouwp ptloy bc he sati nu seex ctehlel esnycset e(mw h( wi c hh iwc ha swtarsu ea )l soor true)? Was it a system issue or a process definition prob - ltehmi n?k Ihceo wu ladsncel evae rr igne th ai s cml eianrdaonns wf rearmf ri nogmt hPee tper. oI bdloenm’ t, bofuft. Ihsehwouasldsnuoret hpalavnen. ing was not as effective. I brushed it AK tr at hf tewt iemr ee ,mt hoer es umpapt luyr ce hi ani nt hteeiar mu ns da et rCsot amnpdai nn gi eos f l iskuep p l y chain planning than I find today. When I walk into a room al ot sms oo sf tc oF ol l re tcut invee 5u0n0d emr as tnaunf da ci nt ug roefr ts h, Ie apmr i na cmi pa lzeesdoaf ts tuhpe- pc yl yc lcehs aoi nf pprleatnt ny iPnog w. Me roPs ot ibnut sy ,esres xgye at ccraoungyhmt us ,pa inndt vh ee nhdyopre speak. As for MEIO, I was excited to see some innovation in the swpaanceed, baus t mt hoer ec rperaot mi v ii nt ye nwtaps l sa hy eo rr st - al icvqe ud i. r eTdh et hper ionmn iosvea - tive technologies. If we are honest, we all now know that MEIO was an enigma. The reason? The software never eI nxsptaena dd e, idt iwn assc oa pceo ltloe cmt iaonnaogfedme eupl tei -rt ei enrgiinnveesnttoo irmi eps .r o v e safety stock calculations for the enterprise. Tf rha emperwi mo rakr yf otra xa osneor ime sy ooff os pu tpi pml yi zcaht iaoinn epnl agni nnei ns -g-- -htahse n o t ct oh ac nr egaetde. bWe ht taetr heansgci nh ea sn. gCeodmapr ea nbirei se fl oi nv ne oevnagtiinoens pwe irtiho das sl eemr i ei ss soifmo pv el er.- Th yhpe ei dn dpur sotjreyc twi ma spgl ee mt t ienngt al et si os nvsa. lTu he ef rpormo b - tchheaisnuspwpleyrechraeigniopnlaanl.ning systems than when supply
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