Bob Davis is a Principal Industry Consultant in the Supply Chain Management Solutions group at the SAS Institute. From 2000 to 2013 Davis was Principal Product Manager for SAS Inventory Optimization, Service Parts Optimization and Supply Chain Intelligence Center. Prior to joining SAS, Davis worked for over 20 years with Nestles and ConAgra in their Grocery Products Divisions. While at SAS Davis has helped SAS develop expertise in supply chain cost analysis in the fast moving consumer products industry, inventory optimization, service parts optimization and sales & operations planning. He is a recognized global expert in multi-echelon inventory and replenishment optimization. He has been featured as a speaker and writer on the topics of demand-driven supply chains and service chain processes. He has spoken at such conferences as the Council of Logistics Management, Logicon, BetterManagement Live and Frontline’s Supply Chain Week.
Inventory is a result of decisions. Inventory is not the problem... the problem is the decisions. I recently had an interesting conversation with the VP, Supply Chain at a leading global manufacturer. He is not happy with the results from the inventory optimization he is using. He was told inventory optimization
On a recent CBS Sunday Morning episode Dr. Phil McGraw of “Dr. Phil” fame was featured. During the segment he talked about shifting his focus from golf to tennis. To paraphrase, he said golf drove him crazy because he couldn’t bear down, run faster, sweat harder and be better. I
I had the opportunity to interview an award-winning, fast-moving, consumer packaged goods (CPG) company in the early 2000’s. They were recognized as one of the best supply chain companies in the United States by all of the major retailers and their CPG peers. Indeed, it seemed every time a new
When I visit with customers or potential clients, they often ask, "Where should I start in order to get a handle on my supply chain?" There is no clear and concise answer, but I usually say "Follow the inventory!" Inventory is a result of decisions made, not the cause. When you
I grew up in a town called Bremerton, Washington. It is situated on the Kitsap Peninsula right in the middle of Puget Sound. Given its location so close to the ocean there are a lot of naval installations in the vicinity. The majority of the residents work at the Trident Missile
I recently traveled to a Consumer Packaged Company (CPG) headquarters to discuss ways to improve their inventory positions compared to those of their chief competitors. I got to meet with many of the top managers and analysts involved in their supply chain group, and I came away with a new
When I visit with customers or potential clients, they often ask, "Where do I start in order to get a handle on my supply chain?" There is no clear and concise answer, but I usually say "Follow the inventory!" Inventory is a result of decisions made. It is not the
