When Armacell's OTIF performance fell to 38%, the company partnered with LMA Consulting Group to strengthen planning processes, optimize SAP capabilities, and improve cross-functional collaboration. Through SIOP improvements, data-driven decision-making, and sustainable process changes, Armacell increased OTIF performance to more than 90%, improved customer satisfaction, and built a stronger foundation for long-term growth.
When Armacell's OTIF performance fell to 38%, the company partnered with LMA Consulting Group to improve SAP utilization, strengthen SIOP processes, and align teams around data-driven decision-making. The result was a sustainable transformation that increased OTIF performance to as high as 92% and created a stronger foundation for long-term supply chain success.
Armacell partnered with LMA Consulting Group to strengthen SIOP processes, improve capacity planning, and turn decades of ERP data into actionable business insights. By aligning sales forecasts, production planning, and customer demand, the company improved service levels, reduced lead times by more than 25%, increased customer satisfaction, and supported double-digit growth in key business segments.
Over a decade, one aerospace operations executive relied on LMA Consulting Group at three different companies to solve operational challenges. Most recently, LMA helped an aerospace manufacturer improve on-time delivery by 20% and reduce past-due backlog by 50% through its first SIOP process and improved cross-functional alignment. The result was stronger performance and lasting organizational capabilities.
In this Supply Chain Byte, Lisa Anderson explains how the Ports of Los Angeles and Long Beach broke volume records in 2025 while reducing dwell times from three days to two and a half. These improvements relate to strategic investments and collaborative partnerships in the supply chain.
Manufacturers are focused on successfully navigating continually changing conditions to serve customers while driving profitable growth. End-to-end supply chains are evolving, creating shifting demand patterns and customer order volatility.
Clients typically set goals; however, goals without an understanding of where you stand is non-value added. Although it is common to set goals and expect employees to achieve them, it is far less common for clients to understand how they will get from the current state to the desired future state.
Simple metrics drive results. Whether a food and beverage manufacturer or an aerospace distributor, measuring the "right" metrics will focus attention on key issues and drive results.
Prior to Uber, a medallion (a transferable permit that allows a taxi driver to operate) cost $1 million dollars in New York city. It was a powerful permit with substantial value. After Uber started up, the low point for a medallion was around $25,000. That is a 40-fold reduction [...]
If you want to serve your key customers successfully (with high on-time-in-full (OTIF), short lead times, and proactive service) so that you can take advantage of the opportunities coming down the pike while addressing the hard realities of the current business environment (potential recessions, high interest rates, and less access to capital), you MUST balance sales, operations and inventory.
