Tag Archive: customer demand

Manufacturing Expert, Lisa Anderson, Advises Future-Proofing the Supply Chain

November 26th, 2019

CLAREMONT, CALIFORNIA – November 25, 2019 –  Manufacturing and Supply Chain Expert,  Lisa Anderson, MBA, CSCP, CLTD, president of LMA Consulting Group Inc., is working with clients on Future-Proofing their manufacturing operations and supply chains.   LMA Consulting Group works with manufacturers and distributors on strategy and end-to-end supply chain transformation to maximize the customer experience and enable profitable, scalable, dramatic business growth.

“As manufacturers and distributors respond to changing client needs and expectations, they are also working with other unknowns.  Trade wars, tariffs, civic unrest and speculation of a recession are all considerations when trying to manage and scale for growth and make plans for the future,” Ms. Anderson commented.  Future-proofing the supply chain is top of mind as manufacturers are squeezed by even bigger issues like baby boomer retirement, a limited talent pool and the challenge of how best to leverage technology and artificial intelligence.

Innovation and collaboration are key drivers when anticipating client needs. “We work every day with clients focused on being ahead of customer demand. Yet, the realities are changing expectations, budgets, balance sheets and P&Ls. Despite continued growth, it’s important to be vigilant with inventory levels, margins and operational performance. We find that the most successful companies are looking at their end-to-end supply chain and ensuring that every aspect from suppliers to customers are aligned,” she said. Alignment can be achieved in several ways. By working through a S&OP/ SIOP (Sales, Inventory, Operations Planning) model, demand and supply are not only aligned but the teams associated with these internal functions and others such as R&D, Finance and external supply chain partners are aligned as well.

“SIOP looks at the business through a different lens.  We recently worked with an aerospace manufacturer who was able to gain a better view into customer demand which enabled capacity and operations alignment. The result was improved service levels and reduced lead times, leading to increased customer satisfaction and sales growth. Inventory levels were also reduced, freeing up cash to be invested elsewhere. Lastly, with greater visibility into the supply chain, material, freight and operational costs were reduced. By aligning the key stakeholders and plans, the results are substantial. This is one example of future-proofing,” she said.

Panelists at the recent APICS Inland Empire Chapter’s Fall 2019 Symposium, of which Ms. Anderson is President, discussed the need for technical firms and educational institutions to collaborate with internal functions to elevate the performance of the end-to-end supply chain. Ms. Anderson also sees emphasis on manufacturing and supply chain through her involvement with the Board for the Inland Empire Economic Partnership which is developing a consortium for advanced manufacturing and logistics success. She is also active with the Manufacturing Council of the Inland Empire where she heads the Innovation Awards for the Annual Summit.  “Manufacturing remains a core industry in the U.S. The time is right, and the time is now to focus to future-proofing manufacturing and the supply chain for success” she concluded.

 

About LMA Consulting Group – Lisa Anderson, MBA, CSCP, CLTD

Lisa Anderson is the founder and president of LMA Consulting Group, Inc., a consulting firm that specializes in manufacturing strategy and end-to-end supply chain transformation.  She focuses on maximizing the customer experience and enabling profitable, scalable, dramatic business growth. Ms. Anderson is a recognized Supply Chain thought leader by SelectHub, named a Top 40 B2B Tech Influencer by arketi group, 50 ERP Influencer by Washington-Frank, a top 46 most influential in Supply Chain by SAP and named a top woman influencer by Solutions Review. She recently published, I’ve Been Thinking, 101 strategies for creating bold customer promises and profits. A regular content contributor on topics including a superior customer experience with SIOP, advancing innovation and making the supply chain resilient, Ms. Anderson is regularly interviewed and quoted by publications such as Industry Week, tED magazine and the Wall Street Journal.  For information, to sign up for her Profit Through PeopleTM Newsletter or for a copy of her book, visit LMA-ConsultingGroup.com.

Media Contact
Kathleen McEntee | Kathleen McEntee & Associates, Ltd. | p. (760) 262 – 4080 | KMcEntee@KMcEnteeAssoc.com   

 



Lean or No Lean, a Demand Plan is a MUST

June 16th, 2016
demand plan

Demand planning delivers such useful information on client demand that even Lean devotees will find data on longer-term forecasts, seasonal products and trending patterns useful.

Whether you are on the Lean journey or not, you need a demand plan! Prior to forming LMA Consulting Group, I was a VP of Operations and Supply Chain for a mid-market manufacturer. Our Board hired a lean consultant who insisted we had to be purists – there is no in-between. If we were to embrace lean (and, who wouldn’t want to be lean, after all?), there are some lean purists who say “no need for a demand plan”. Somehow, this is what was adopted as gospel at my company; however, it was NOT accurate — assuming you wanted to service customers. From this frustrating experience along with several others in working with clients, it is apparent that the demand plan is not dead!

If we take it back to the basics, I have to wonder why anyone would ever think they didn’t need a demand plan. In essence, it is like saying you don’t need to know what you’re likely to sell, use, and transfer to other facilities.  Why wouldn’t we want to understand this information? Well, the lean purists would say kanbans are connected directly to customer demand and pulls it through. Certainly that is a successful way of planning in many organizations and for “A” products especially those with those with relatively even demand.  However, it doesn’t mean you wouldn’t want a good feel for your demand. It is always helpful to provide longer-term forecasts to suppliers and to use internally for staffing, skills building, etc.

And, when it comes to B and C items, seasonal items and other trending patterns, understanding the demand plan isn’t a “nice-to-have”; it is critical to success. We estimate that at least 80% of our clients can gain significant bottom line results from focusing a bit more attention on the demand plan.  If you are interested in discussing further, contact us.

 

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