Procter Gamble leader

Table 7.24 gives the return data for the companies presented in this chapter. Merck in the pharmaceutical sector, Procter Gamble in the soap and cosmetics sector, and Du Pont in the chemicals sector are the leaders with respect to returns on assets and equity. 

Keith Harrison, Global Product Supply Leader, Procter Gamble, 2001-2011... 

Demand networks. These outside-in networks improve the timeliness and depth of demand insights from the channel. They shorten the time to sense channel demand and improve demand shaping to drive a more profitable response. These are the most mature in consumer-facing value networks. Leaders include Apple, Dell, General Mills, Kraft, PepsiCo, Procter Gamble, and Samsung. 

Go slow to go fast. One of the most important lessons that we hope companies can learn from this chapter is that snp-ply chain transitions take multiple years. Seagate built agility in their supply chain over 15 years of concentrated redefinition of manufacturing processes. Procter Gamble reorganized supply processes to report to one leader three decades ago. Many companies limit potential by focusing on a quick implementation. 

For leaders like Dell, Procter Gamble, and Toyota, there is an understanding that there is also a need for investment in process innovation in supply chain teams to drive business differentiation. There are active teams to find, to source, and to evaluate new technologies and approaches to improve the supply chain potential. 

Patrick T. Spicer Technology Leader Complex Liquids Research Procter Gamble Co. 

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