Building Supply Chain Value: Benchmarking Order Management and Revenue Management Processes

In today’s fast changing, competitive and cost-driven market, supply chain organizations have to take every opportunity to lower cycle time, reduce uncertainties and stay current with market trends. In addition, supply chain organizations face the increasing difficulty to establish, deliver, and communicate business value to their internal and external customers. This benchmarking study examines order management and revenue management processes in many industries and takes a comprehensive look on staffing efficiency, cost structures, value-maximizing management metrics and tactics to effectively communicate and deliver value. Supply chain executives can use this information to optimize both dimensions by working closer with operating/business units, other corporate groups, and with customers directly.

Industries Profiled:
Pharmaceutical; Biotech; Health Care; High Tech; Manufacturing; Service; Medical Device; Consumer Products; Diagnostic; Electronics; Internet; Telecommunications


Companies Profiled:
Abbott Laboratories; NovoZymes; Agilent Technologies; The Advance Group; Amylum Iberica SA; Baxter Healthcare; Bayer Healthcare; Becton Dickinson; Guidant; Eastman Kodak; Intel; Johnson & Johnson Healthcare Systems; IBM; Lucent Technologies; Medtronic; Merck; Mallinckrodt

Study Snapshot

This research originated from a Best Practices, LLC consulting project. It was conducted for a pharmaceutical client and was based on surveys with benchmark partners across industries.

Key topics include how best-in-class supply chain centers:

• Increase efficiency by setting accurate performance metrics for order management & distribution center operations
• Respond to market needs by leveraging new technology and driving automation in order management processes
• Ensure high satisfaction levels at business units, operating companies and external customers define, measure and communicate value effectively to internal and external customers

Sample Key Findings

Team with operating/business units and e-commerce teams to identify and approach key customers for conversion to 100% electronic transactions and to advanced collaboration techniques, like forecasting.

• Use activity-based costing universally to increase visibility of operational costs to the business units.
• Enhance CSR authority and training to provide elevated and pro-active levels of customer service.
• Drive cycle time reductions everywhere through six sigma teams and through expanded definition and use of cycle time metrics.

Table of Contents	Participating Companies
Sample Page 1	Sample Page 2

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