Plan For Every Part (PFEP) is an essential Lean tool for mapping, optimizing, and managing input data to maintain a high-performing supply chain. The specific supply chain pain points or goals that drive leaders to deploy PFEP vary from broad applications like deploying a new Lean Company Management System to narrow ones, such as reducing inventory at a specific plant.

In our hyper-dynamic word, PFEP acts as a company’s winning game plan for supply performance success where results to expect should be receiving a substantial return on investment and a near-term payback.

Industry Pains

Unfortunately, there are several industry pains that hold…


Resilience, or being resilient, can be defined as something or someone with “an ability to recover from or adjust easily to misfortune or change.” The word has been thrown around in many supply chain discussions recently, but it’s tough to find a word in the English language that so concisely incorporates the core tenet of Chief Procurement Officers.

As leaders look intently at 2021 and beyond, they’ll do so with an added appreciation for the ability of their supply chains to weather storms on multiple fronts in multiple regions — to be resilient. …


The Kanban system was created by Toyota Motor Company and has been a bellwether Lean tool for manufacturers to ensure they receive the right part at the right time. Kanban has proven invaluable as a self-regulating scheduling system which requests parts from suppliers only when needed via card pull signals; however, as our products and industries evolve with complexity, our linear, manual supply chain management systems are breaking.

“The key to optimizing today’s supply chains is the three V’s: visibility, velocity and volume,” says Ryan Yost, Vice President and General Manager, Printer Solutions Division at Avery Dennison in a recent…


Business outcomes matter, but the process to reach our destination is arguably just as important. After all, our process determines whether our outcomes are repeatable and sustainable. Therefore, the process to execute our strategic vision must not be overlooked because it frequently determines our ability to reach our desired outcome, and nor should your digital supply chain transformation.

Today, Lean management methods in tandem with Agile processes are optimizing daily tasks for added supply chain resiliency, newer Industry 4.0 …


Our supply chain data inputs are expanding, and variables are changing more frequently. Dramatic technology shifts are increasing product complexity by expanding portfolios, parts and services, like with Ford and GM planning to produce both gas and electric vehicles until at least 2030.

Rapid market changes, from the 2008 Great Recession to the 2011 Earthquake/Tsunami stressed and, in some cases, broke supply chains, costing companies billions of dollars. Likewise, the 2018 US tariffs, current economic recession and the recent increase in consumer eCommerce spending have demonstrated that the pace of change is accelerating.

One of the major software tools that…


Was Tesla’s recent eclipse of Toyota’s market cap on July 20th, 2020 less about stock price and more a passing of the torch? Tesla’s approach as market disruptor enables entrepreneurial creativity to accelerate bleeding edge technologies and innovative business models; whereas Toyota, as a market leader, embodies disciplined execution to empower business outcome consistency and product quality excellence. Great methodologies are timeless, but their applications must evolve; Lean Supply Chain practices must adapt.

Lean wasn’t built to handle the complexity of today’s global supply chains. The rigid software tools that unpin the method, like ERP systems, only capture a single…


The myth that sustainability is daunting and expensive is costing companies millions of dollars. The reality is that implementing a sustainable supply chain strategy can actually reduce cost, time, and risk while increasing efficiency, resiliency, transparency, and agility, allowing your firm to prepare for the challenges of tomorrow instead of being embroiled in the issues of today.

The current global COVID-19 pandemic has been a great litmus test for this theory, with supply chains being tested like never before. While it’s still too early to have a complete picture of the socioeconomic fallout, early indications show that firms whose sustainability…


Leading manufacturers work to master lean tools like Plan for Every Part (PFEP) to streamline their supply chain by mapping the dozens of variables impacting inbound parts delivery. Subsequently, they’re rewarded by realizing and maintaining lower supplier delivery costs. Organizations that have yet to begin their lean journeys could generate reductions up to 15 percent for delivery costs when implementing PFEP. Even industry-leading lean manufacturers or ones who haven’t audited their delivery processes recently could see similar cost reductions.

Derived from lean supply chain best practices, the definitions and requirements of a PFEP vary depending on specific needs and industry…


Supply chains across the world are being tested in ways that they’ve never been before. The COVID-19 era has arrived, and in the years preceding this unique time, supply chains rapidly expanded in distance and scale making them extremely vulnerable to widespread geographic disruptions. The extent of the impact has also been made worse by overly aggressive lean methodologies and just-in-time inventory strategies trying to squeeze every last drop out of the cost lemon. But smart and nimble companies are now moving quickly to limit the damage and find creative ways to solve supply chain challenges.

Below are crucial strategies…


Continuous improvement efforts outside of our organizations have extra variables that can slow down critical cost savings. In a more predictably unpredictable world, how then do we consistently generate supply performance results on time and within budget?

Current events like the COVID-19 pandemic and economic recession, along with ongoing macro trends like working remotely, have brought to light a need for more flexible approaches to executing continuous improvement projects. Existing proven lean tactics will continue to enable success; however, our more virtual environment calls for new collaboration tools to empower teams to accomplish more in less time.

Implement Cloud Software

As author Antoine…

IndustryStar

Supply Chain for Tomorrow’s Technology. Ann Arbor, MI.

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