While rebates and pricing are just a fraction of the picture of a complex supply chain, they are both critical components in bringing more alignment. Rebates help align partners in a way that doesn’t erode their pricing power or margins and an effective pricing strategy can quickly shift demand onto products with higher inventory or margin and shift demand away from products with lower inventory or margin. Although a high amount of complexity exists beneath the surface of both, they are powerful tools in the supply chain because they align companies’ goals, increase accountability, maintain relationships and boost your margins, resulting in more revenue. Join Enable’s Evangelist, Mark Gilham and Christopher Loder, Senior Alliances Director, PROS along with Supply Chain Now hosts, Scott Luton and Greg White, as they discuss both of these strategies to keep everyone aligned and heading in the right direction.

Labor management is a good start to understanding operational performance, but productivity metrics alone are inadequate to drive efficiencies and business results at scale. Learn how Ferguson has superpowered their labor management practices with Operations Financial Management (OpsFM). Their sophisticated approach to data helps them quickly discern the root causes of performance lags – such as labor performance, processes, or a change in workflow. And by managing to both performance and cost metrics, they are able to bridge the understanding between operations and finance. Join Supply Chain Now hosts, Scott Luton and Tandreia Bellamy, along with Blake Engel of Ferguson and Dan Keto of Easy Metrics, as they show you how to bridge that gap. Learn how Ferguson manages their business by the numbers and drives operational efficiencies at scale. In this webinar you will learn: How to factor difficulty of work content and adjust labor to account for it How to identify the causes of waste and take action for efficiency gains The data sources you need to merge and unify to get visibility at this level How to approach metrics to understand process performance What are the key KPIs, from GM to employee, and how to cascade them