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Products & Services Business Operations Manufacturing Management Structure

Improving Working Capital Through Centralizing Inventory Management

ID: 4896


Features:

Metrics, Graphics


Pages/Slides: 42


Published: Pre-2014


Delivery Format: Online PDF Document


 

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Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




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  • STUDY OVERVIEW
  • BENCHMARK CLASS
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Non-members: Click here to sign-up for a complimentary tour of
"Improving Working Capital Through Centralizing Inventory Management"


Study Overview:

Many companies are comprised of diverse business units, each having their own P&L. In such cases, inefficiencies occur in the management of balance sheet items like inventories, where individual business units fail to optimize between demand/service levels and finished goods inventories. This 42-slide presentation provides insights into the value gained by centrally managing inventories in diverse corporations.

Key Topics:

  • Supply Chain Organizational Models
  • Inventory Management Metrics
  • Centralization Transformation Process
  • Best Practices and Lessons Learned

Key Metrics:
  • Percent that centralize part of inventory management system
  • Inventory Management Metrics
  • Centralization Transformation Process

Sample Key Findings:
  • While inventory days-on-hand and inventory turns were the most frequently measured inventory management metrics in the benchmark class, fill rate was rated the most effective metric by those using it.
  • Among the benchmarking partners that have undergone a transition from a decentralized to a centralized or hybrid inventory management system, 80% indicated that the transition took fewer than three years.
  • Benchmarking partners that have undergone a transition from a decentralized to a centralized or hybrid inventory management system most frequently rolled out the change top-down and bottom-up simultaneously.

Methodology:
Best Practices, LLC conducted an internet benchmarking exchange survey with 35 international/global companies across different industries. The study was completed for a Global Benchmarking Council member.

NonMembers: Purchase this document to view all key findings and the detailed survey data.

Industries Profiled:
Manufacturing; Chemical; Pharmaceutical; Financial Services; Consumer Products; Health Care; Service; Medical Device


Companies Profiled:
Eaton Corp; ASI Technologies; Inc.; W.R. Grace; Cabot Microelectronics Corp.; DuPont; Capital Safety; USA; Alfa Laval; Contract Packaging; Whirlpool; Cooper Power Systems; KimberlyClark; Corus Group; John Deere & Company; Crown; Ltd.; Draeger Medical; Glasstech; Leviton Manufacturing Co.; Marshall Boya (Akzo Nobel subsidiary); Northland Aluminum Products; Orica Mining Services; Outsourcing Services Group; PING; Prolec; Quickset International; Sasol; Speedline Technologies; Sudarshan Chemical Industries; Tata Steel; TTE Technologies; Valvoline Co.; Wacker Corp.

If you purchase Best Practice Database document(s), you will have 30 days from the date of purchase to apply some or all of the cost of the document(s) toward the cost of a Full Access Individual, Pharma, Group or University Membership. Write us at DatabaseTeam@bestpracticesllc.com or call David Guinn at 919-767-9179 if you have any questions.