• Why supply chains matter more than ever for technology companies

    October 03, 2011 | Performance Improvement | Bain Brief

    An in-depth Bain analysis of the supply chains at six leading technology companies found a wide disparity in both the efficiency and effectiveness of their operations and identified the three most important areas for improvement.

  • Working your assets to boost your growth

    February 28, 2005 | Bain Sustained Cost Transformation | Harvard Business Review: Supply Chain Strategy

    Because enormous costs and assets are tied up in supply chains, their management has ramifications for every aspect of a company. Today product companies have up to 60% of their net assets and a staggering 80% of all costs embedded in their supply chain. Yet companies too seldom look to supply

  • Why companies flunk supply-chain 101

    August 31, 2003 | Bain Supply Chain Edge℠ | Journal of Business Strategy

    Only 33 percent of companies correctly measure supply-chain performance and few use the right incentives. Supply chain is a real source of competitive advantage, as the industry leaders have proven. They continue to prove it: they are accelerating so fast that they may never be caught.

  • Why companies flunk supply-chain

    September 30, 2002 | Bain Sustained Cost Transformation | Effective Executive

    In today's just-in-time delivery of goods, supply chain has become very important for companies. Efficient supply chains not only lead to huge cost savings but are also a source of competitive advantage for companies.

  • Why companies flunk supply-chain 101

    May 14, 2002 | Bain Sustained Cost Transformation | Bain Brief

    More than 85% of senior executives say improving their firms' supply-chain performance is one of their top priorities, but fewer than 10% are adequately tracking that performance. And fewer still-7%-collect the information necessary to meaningfully measure their progress.

  • Shaping up Your Supply Chain

    February 28, 2002 | Bain Sustained Cost Transformation | Benelux newsletter

    Independent research reveals that the average company spends nearly 10% on its supply chain-the sequence of activities that bring materials to manufacturers, take finished goods to retailers, and move inventory onto shelves. Ironically, this is more than twice what top supply chain performers spend.

  • Is there a driver on your supply train?

    January 31, 2002 | Bain Supply Chain Edge℠ | European Business Forum

    With top supply-chain performers working twice as efficiently as the average, the potential for improvement is huge. Most companies have a long ride before they catch up to supply-chain exemplars such as Wal-Mart and Dell Computer.

  • On the right track to streamlining supply chain

    January 20, 2002 | Bain Supply Chain Edge℠ | Business Day

    They are putting 10c of every IT dollar into supply-chain management software initiatives, hoping to shrink their warehouses, streamline logistics, sharpen forecasts and pummel costs. This spending is growing by more than 20% a year. They are on the wrong track.

  • Weakest links in the supply chain

    December 10, 2001 | The Financial Times

    They are on the wrong track. The average company runs supply chains that are only half as efficient as the industry's best. Overall, inventory turns have barely changed in a decade. Supply-chain software problems have clipped some sturdy companies.

  • Lessons from the Leaders

    October 31, 2001 | Fundamentals of Growth | Supply Chain Management Review

    In industry after industry, the supply-chain leaders have opened up a dramatic performance gap over their more average rivals. This article taps the findings of a survey by Bain & Company to highlight the differences in supply-chain approaches that help explain the gap.