TRANSPARENCY MANAGEMENT
Transparency starts with a good set of metrics, but needs correct information in real time Transparency into operations requires quantitative performance measurements. This is just given by the size, complexity, and speen in which the company ticks. The art of KPI and metrics is not to be underestimated. Most companies still stick with a set of traditional metrics they consider to be KPI. But the real power is in understanding which topic need management attention, and how to best generate insights into them, and to provide focus. Besides measuring the right metrics, a lot of creativity, combined with IT tool capabilities, can deliver new, and often high impact insights into the current situation of the operations. The example on the left shows a combination of two metrics in a portfolio type exhibit, which leads to clear positioning of improvement activities. Big Data is often expected to deliver new insights. But the key is to identify the main issue area, and how to apply targeted, revealing measurements in  the right way. Please contact us if you want to learn more about our methods to improve transparency in your supply chain.
Initial Raw material Supplier value creation processes Consumer Product Pro - duction material Client  value  creation processes Blending material Customer  value  creation processes Sales Product Trade  value  creation processes Accelerated  transport Stock out  rate of  materials Forecast  accuracy to  suppliers Forecast  accuracy by  customers Rush order  rate OTC of site OTC of  customer Complaint  rate Average  lead time to  customer New KPI Existing KPI OTC at  customer OTC of  products OTIF external  supplier OTIF internal  supplier Bubble size proportional to affected total order volume