Leading for Profit

My guess is that you may have already read the book, Islands of Profit in a Sea of Red Ink by Jonathan Byrnes.  He suspects that 40% of your business is unprofitable, but nobody knows because your metrics are aggregate and profitable transactions subsidize the rest.  Byrnes’ book is replete with insights for managing profitably, including:

 

 

  1. Identifying unprofitable business is job one. 
  2. The big question, then, is how to manage for profitability (or value) going forward. 
  3. In most companies, no one is responsible for managing the interaction of key tradeoffs to increase profitability to its full potential. 

Managing your company’s assets for increased profit is the essence of supply chain management.  To that end, product development, marketing and selling, forecasting, supply chain design, capacity and production planning, and sourcing must be orchestrated as interrelated processes.  This requires cross-functional coordination enabled by advanced analytics that explicitly and simultaneously evaluate many critical tradeoffs, giving you the head start you need to seize new areas of profitability.

I see three sequential priorities for transforming the supply chain management of an enterprise:

1)      Profitability profiling by product and customer, down even to the invoice level.  Combined with a pricing power/risk and margin leakage analysis, this identifies where prices can be immediately increased and where costs to serve some customers need to be slashed, yielding an immediate impact.

2)      Detailed analysis of the decisions that are driving the unprofitable or marginally profitable transactions

3)      Designing improved, integrated decision and planning processes as well as the tools to sustain the them, enabling the capture of new areas of profitability

For the weekend, I leave you to ponder this quote by Byrnes, “Middle management excellence is the key leverage point for great performance.”

Thanks for stopping by.  Have a wonderful weekend!

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