Mead Johnson Nutritionals MJN

MJN is almost 100 years old and sells nutritional products to infant, consumer, and medical markets. Brands include Enfamil, Pablum, Boost, and Sustacal. The company is the market leader in global infant formula market share, and has annual sales of about 2 billion. In 1967, the Bristol-Myers Squibb (BMS) Co. acquired the company. 

The second reconunendation was to use SCOR metrics to measure and manage global supply chain performance. In addition to those shown in Table 23.2, MJN tracked returns as a percentage of sales, product quality, and product cost. Another structure was established to report progress to the PAC. 

The third recommendation was to treat SCM as a key cross-fimctional process. The organization and metrics established through the first two recommendation made this possible. Like AT T Wireless rvices, MJN used the BOC and benchmarking to assess where it stood with regard to current and desired performance. MJN also calculated the value of closing the gaps, an amount ffiat approached 70 million. 

The effort has helped assure that priority projects receive the resources needed for their implementation. The company is looking for both near- and longer-term improvements in their operations. They continue to stress the importance of senior-management support and persistence in pursuing improvements. 

Salley, Edward M., Linking operations strategy to new business strategy (a case study), Supply-Chain Council Spring Conference, 1998. 

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Two case studies — one from AT T Wireless Services and one from Meade Johnson Nutritionals (MJN), a division of Bristol-Myers Squibb, illustrate early applications of the SCOR model.i The descriptions are summaries from presentations made by company managers at an SCC conference. Each... 

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