Becoming a Supply Chain Leader: Mastering and Executing the Fundamentals

Cover
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
Preface
Editors
Contributors
Section 1 All Links of the Chain
	Chapter 1 The Original Supply Chain Leader: Marco Polo
		1.1 Silk Road
		1.2 Explore and Prepare
		1.3 Significance of the Silk Road
			1.3.1 Product
			1.3.2 Demand
			1.3.3 Supplier
			1.3.4 Value Creation
			1.3.5 Relationship
			1.3.6 Execution
		1.4 Marco Polo, the Supply Chain Leader
		1.5 Concluding Remarks
		About the Contributor
		References
	Chapter 2 Evolution of Modern Supply Chain
		2.1 Objective
		2.2 Dabbawala (Mumbai Dabbawala 2019)
		2.3 History of Supply Chain
			2.3.1 Timeline of Supply Chain: Mid-1900s–2000s (Institute of Supply Chain Management 2018)
		2.4 Various School of Thoughts on Why We Need Supply Chain
			2.4.1 Lead Time Focus
			2.4.2 Cost Focus
			2.4.3 Accuracy and Quality Focus
			2.4.4 Customer Focus
			2.4.5 All Round Efficiency Focus
		2.5 Types of Supply Chain Management – Production Methods (Anderson 2008)
			2.5.1 Make to Stock
			2.5.2 Build to Order
			2.5.3 Constant Replenishment or Continuous Replenishment
			2.5.4 Channel Assembly
			2.5.5 Real-Time Change of Supply Sources
			2.5.6 Turnkey Contract or Order to Make
		2.6 Principles of Supply Chain Management
			2.6.1 Focus on Customer Need
			2.6.2 System Thinking in Supply Chain
			2.6.3 Disruptive Innovation in Supply Chain
			2.6.4 Collaboration between Verticals within Organization
			2.6.5 Flexibility of Supply Chain
			2.6.6 Corporate Social Responsibility for Manufacturers
			2.6.7 Technology-Based Transformation in Supply Chain
			2.6.8 Communication and Information Sharing within Organization
			2.6.9Analytics Used in Supply Chain
			2.6.10 Disruptive Innovations in Product Technology
			2.6.11 Warehouse Management for Storing
			2.6.12 3D Printing Process for Prototype Development
			2.6.13 Global Perspective of Supply Chain Process and Systems
			2.6.14 Impact of Economic Conditions of Various Countries
			2.6.15 Risk Management and Mitigation Strategies for Buyers
			2.6.16 Political Conditions and Navigating Through Political Changes
			2.6.17 Visibility of End-to-End Supply Chain and Catching Problems Early
			2.6.18 Value Creation within Supply Chain
		2.7 Concluding Remarks
		References
	Chapter 3 The Solutions that Business Wants
		3.1 Objective
		3.2 Significance of the Early Supply Chain System
		3.3 What Did We Learn from Supply Chain Methods and Processes
			3.3.1 Create a Long-Term Strategy – Business Problems and Opportunities
			3.3.2 Multiyear Roadmap
			3.3.3 Where and When to Make Trade-Offs
			3.3.4 Flexibility
		3.4 Lean Supply Chain (Packowski 2013)
		3.5 Partners in Modern Supply Chain
		3.6 Customers – Internal and External
			3.6.1 Internal Supply Chain Management Functions
			3.6.2 Marketing (Roylance 2008)
			3.6.3 Finance
			3.6.4 Production (Operations in Service Companies)
			3.6.5 Logistics
			3.6.6 Information Technology
			3.6.7 Engineering
			3.6.8 Supply Management
			3.6.9 Other Partners – Procurement Subgroups and Collaboration with Legal
				3.6.9.1 Supplier Selection
				3.6.9.2 Make-versus-Buy and Outsourcing Decisions
				3.6.9.3 Global Sourcing
				3.6.9.4 Supplier Relationship Management
			3.6.10 Legal and Role in Supply Chain
		3.7 External Supply Chain Members
			3.7.1 External Manufacturer or Producers
			3.7.2 Suppliers
			3.7.3 Transporters (Transportation Service Providers)
			3.7.4 Wholesalers and Distributors
			3.7.5 Retailers
			3.7.6 Customers
		3.8 The Strategic (Preferred) (Segel and Shay 2003) and Transactional Suppliers
		3.9 Concluding Remarks
		References
	Chapter 4 The Strategic Value Proponent – Six Sigma Approach
		4.1 Objective
		4.2 Six Sigma Overview
			4.2.1 What is Six Sigma? (Gitlow et al. 2015)
			4.2.2 DMAIC, Lean and Six Sigma and Interrelationship
		4.3 Case Study for Implementing Six Sigma Concepts (Journal of Engineering and Science Research 2012)
			4.3.1 Case Problem Statement
			4.3.2 Case Study Solution Steps
			4.3.3 Define Phase – Determine Current Status
			4.3.4 Measure Phase
			4.3.5 Analyze Phase
			4.3.6 Conclusions/Summary
			4.3.7 Next Steps/Lessons Learned
		4.4 Process Details of Six Sigma and Its Significance
		4.5 Theory behind Six Sigma and How It Relates to Case of the Utility Company
			4.5.1 Step One: Identify Key Customers (Define Phase in Case Study)
			4.5.2 Step Two: Define Customer Requirements (Moving from Define Phase to Measure Phase in Case Study)
			4.5.3 Step Three: Measure Current Performance (Measure Phase in Case Study)
			4.5.4 Step Four: Prioritize, Analyze and Implement Improvements (Analyze Phase in Case Study)
			4.5.5 Step Five: Expand and Integrate the Six Sigma System (Conclusion Phase in Case Study)
		4.6 Conclusion
		References
Section 2 The Supply Chain Leader Chapter
	Chapter 5 Roles, Responsibilities and an Industry Overview
		5.1 Objective
			5.1.1 For a Supply Chain Management Student or an Entry-Level Supply Chain Manager
			5.1.2 For a Mid-Level Supply Chain Manager
			5.1.3 For a Senior or a Supply Chain Management Executive
		5.2 An Overview of a Company’s Organization Structure
			5.2.1 Indirect and Direct Procurement
			5.2.2 Indirect Procurement under the CFO
			5.2.3 Indirect Procurement under the COO
			5.2.4 Direct Procurement under CMO or COO
			5.2.5 Shadow Procurement under CTO or GM
			5.2.6 Heat Map of Key External Influencers and Decision-Makers
		5.3 Organizational Structure of an Indirect Procurement Team
			5.3.1 Strategic Sourcing Team
			5.3.2 Procurement to Pay (P2P) Team
		5.4 Organizational Structure of an Direct Procurement Team
			5.4.1 Global Supply Chain Management Team
			5.4.2 Supply Chain Planning Team
			5.4.3 Global Commodity Management Team
			5.4.4 Global Supplier/Vendor Management Team
			5.4.5 Supply Chain Program Management Team
		5.5 Supply Chain Roles
			5.5.1 Indirect Procurement Manager/Indirect Strategic Sourcing Manager
			5.5.2 Direct Procurement Manager/Sourcing Manager/ Strategic Sourcing Manager
			5.5.3 Vendor Managers
			5.5.4 Commodity Manager
			5.5.5 P2P Manager
			5.5.6 Supply Chain Program Manager
			5.6 Preparation
				5.6.1 Resume
				5.6.2 Interview
				5.6.3 Brand – Annual Goals
		5.7 Concluding Remarks
		References
	Chapter 6 The Six Pillars of Supply Chain
		6.1 Objective
			6.1.1 For an Entry-Level SCM
			6.1.2 For a Mid-Level SCM
			6.1.3 For a Senior or an SCM Executive
		6.2 Six Pillars for an Autonomous Supply Chain Leader
		6.3 Pillar 1: Internal Product Knowledge
			6.3.1 For an Entry-Level SCM
			6.3.2 For a Mid-Level SCM
			6.3.3 For a Senior or an SCM Executive
		6.4 Pillar 2: Internal Demand and Development Process
			6.4.1 For an Entry-Level SCM
			6.4.2 For a Mid-Level SCM
			6.4.3 For a Senior or an SCM Executive
		6.5 Pillar 3: Supplier Landscape
			6.5.1 Technology
			6.5.2 Competitive Landscape
			6.5.3 Financial Health of the Supply Base
			6.5.4 Spend, Dependencies, and Risk
			6.5.5 Business Review of Strategic and Operational Performance History and Metrics
		6.6 Pillar 4: Overall Business Knowledge and Value Creation
			6.6.1 Return on Investment Analysis
			6.6.2 Value Engineering
			6.6.3 Cost of Make versus Buy
			6.6.4 Non-Recurring Expense Analysis
		6.7 Pillar 5: Relationship Management
		6.8 Pillar 6: Execution
		6.9 Concluding Remarks
		References
	Chapter 7 Making Your Mark as a Leader
		7.1 Objective
			7.1.1 For an Impatient Entry-Level SCM
			7.1.2 For an Impatient Mid-Level SCM
			7.1.3 For an Impatient Senior or an SCM Executive
		7.2 Maturity and Rigidity in a Supply Chain Organization
		7.3 Reading Guidance
		7.4 Opportunities
			7.4.1 Dashboard, White Paper, and Spend Summary
			7.4.2 Price – the Lowest Hanging Fruit
			7.4.3 Approval Flow
			7.4.4 Reactive Escalation Management
			7.4.5 Communicating Supply Chain Strategy
			7.4.6 Escalation Response
			7.4.7 Data and Presentation
		7.5 Complex Opportunities
			7.5.1 Vendor Change and Consolidation
			7.5.2 Vendor Managed Inventory
			7.5.3 Multilevel Supply Chain
			7.5.4 Logistics
			7.5.5 E&O Management and Disposal
		7.6 Worries of a Leader
			7.6.1 Automation
			7.6.2 Decision Support and Data Analytics
			7.6.3 Lost Opportunities
			7.6.4 A Whole Lot of Issues
		7.7 Concluding Remarks
		References
Section 3 Practices, Perspectives and Leadership in Different Industries and Their Key Nuances
	Chapter 8 Changing Landscape in the Printer Industry
		8.1 Objective
		8.2 Exploring Business Opportunities for Printers: An Overview
			8.2.1 Growth Opportunities
			8.2.2 Home and Workplace Printing Practices
		8.3 Macro Trends Impacting the Industry Landscape
		8.4 Shift in Supply Chain Management
			8.4.1 Convert Printing into Service
			8.4.2 Intellectual Property Protection of Consumables
			8.4.3 Business Consolidations
		8.5 Operational Features of Printer Business
			8.5.1 SKU Proliferation
			8.5.2 Unit Volumes Are Not Large
			8.5.3 Products Are Generally Repairable
			8.5.4 Value-Added Reseller
			8.5.5 Selling to VARs and Distributors
			8.5.6 Firmware Challenge
		8.6 Supply Chain Implications in Printer Manufacturing
			8.6.1 Printers
			8.6.2 Consumables
			8.6.3 Spare Parts
			8.6.4 Cost of Goods (COG)
			8.6.5 Print Engine
			8.6.6 RIP Controller
			8.6.7 The Consumables
			8.6.8 Spare Parts
		8.7 Relationship Management
		8.8 Case Studies
			8.8.1 Dead Asset Reduction
			8.8.2 Predictive Consumables Ordering
		8.9 Performance and Leadership
		8.10 Concluding Remarks
		About the Contributor
		References
	Chapter 9 Saving Lives through Medical Devices
		9.1 Objective
		9.2 An Overview of Medical Devices
		9.3 An Overview of the Manufacturers
		9.4 Macro Trends Impacting the Industry Landscape
		9.5 Technology Trends
		9.6 Regulatory Compliance in Supply Chain
		9.7 Quality Management
		9.8 Supply Chain Management
			9.8.1 High Mix Low Volume
			9.8.2 Pricing
		9.9 Organizational Leadership
		9.10 Individual Performance
			9.10.1 Inventory Control
			9.10.2 Sustaining
			9.10.3 Customer and Product Knowledge
		9.11 Concluding Remarks
		About the Contributor
		References
	Chapter 10 Indirect Procurement in Information Technology
		10.1 Objective
		10.2 Overview of IT Procurement
		10.3 Software Procurement
			10.3.1 Compliance
			10.3.2 Deliverables
			10.3.3 Preparation
			10.3.4 Removing the Bells and Whistles
			10.3.5 Data Privacy
			10.3.6 Open Source
			10.3.7 Cloud Migration
		10.4 IT Hardware Procurement
			10.4.1 Forecast
			10.4.2 Direct versus Distributors
		10.5 Warranty Support
		10.6 IT Professional Service Procurement
		10.7 Case Studies
			10.7.1 Software License Distribution
			10.7.2 Hardware Asset Management
		10.8 Organizational Leadership
		10.9 Individual Performance
		10.10 Concluding Remarks
		About the Contributor
		References
	Chapter 11 Powering the Future of the Energy Industry
		11.1 Objective
		11.2 Overview of Energy Sector Supply Base
		11.3 Macro Trends Impacting the Industry Landscape
		11.4 Digital Supply Chain
		11.5 Shift in Supply Chain Management
		11.6 Shift in Relationship Management – the Seller’s Perspective
			11.6.1 Battle between Close Alliances and Hard Competition
		11.7 Case Studies
			11.7.1 Valves that Did Not Need to Be Replaced
			11.7.2 Parts that Did Not Need to Be Produced
		11.8 Tribal Knowledge and Data Transparency
		11.9 Organizational Leadership
		11.10 Individual Performance
		11.11 Operational Excellence
		11.12 Concluding Remarks
		About the Contributor
		References
	Chapter 12 Driving Automotive Long-Haul Growth
		12.1 Objective
		12.2 Overview of the Automotive Industry
		12.3 Macro Trends Impacting the Industry
			12.3.1 Global Footprint
			12.3.2 Service Orientation
			12.3.3 Remanufacturing
		12.4 Supply Chain Management
			12.4.1 Products
			12.4.2 Forecasting
			12.4.3 Product Mix
			12.4.4 Internal and External Manufacturing
			12.4.5 Supply Base
			12.4.6 Price
			12.4.7 Spares
			12.4.8 Aging Inventory
		12.5 Organizational Leadership
		12.6 Individual Performance
		12.7 Concluding Remarks
		About the Contributor
		References
	chapter 13 Managing Hyper Growth in the Cloud
		13.1 Objective
		13.2 Public and Private Cloud
		13.3 Overview of the Cloud Service Providers and the Market
		13.4 Challenges of the Cloud Service Providers
		13.5 Supply Chain Management
			13.5.1 Forecast and Demand Volatility
			13.5.2 Suppliers
			13.5.3 Relationship
			13.5.4 Execution Challenges
		13.6 Individual Performance
		13.7 Organizational Leadership
		13.8 Concluding Remarks
		About the Contributor
		References
	Chapter 14 The Logistics of Cooperative Supply Chain in Dairy
		14.1 Objective
		14.2 Overview of Global Dairy Market
			14.2.1 New Zealand
		14.3 Overview of Dairy Product Producers
		14.4 Macro Trends Impacting the Industry
			14.4.1 Economic Trends
		14.5 Supply Chain
			14.5.1 Global Producers
			14.5.2 Seasonality
			14.5.3 Logistics
			14.5.4 Product
			14.5.5 Cooperative
		14.6 Case Studies: Ultra-Heat Treated Product
		14.7 Individual Performance
		14.8 Organizational Leadership
		14.9 Concluding Remarks
		About the Contributor
		References
	Chapter 15 Data Analytics in Supply Chain Management
		15.1 Objective
		15.2 Sources of Data in Supply Chain
		15.3 Challenges with Managing Uncertainties
		15.4 Opportunities
		15.5 Vendor Selection Using TCO Model
		15.6 Vendor Selection Using Hypothesis Testing
		15.7 Logistics Challenge Solved through Network Optimization and Linear Programing
		15.8 Risk Management through Probability Simulation
		15.9 Inventory Management Models
		15.10 Machine Learning-Based Forecasting
		15.11 Concluding Remarks
		About the Contributor
		References
	Chapter 16 Longevity Challenges in Avionics
		16.1 Objective
		16.2 Overview of Avionics Industry
		16.3 Macro Trends Impacting the Industry
			16.3.1 Distinction from Other Industries
			16.3.2 Long Life Cycle
			16.3.3 Obsolescence
			16.3.4 Long Tail
			16.3.5 Quality and Reliability
		16.4 Supply Chain
			16.4.1 Products
			16.4.2 Regulatory Control
			16.4.3 Demand
			16.4.4 Reactive Changes
			16.4.5 Spares and Support
			16.4.6 Relationship
			16.4.7 Liability
		16.5 Case Study
			16.5.1 Cross-Functional Collaboration
		16.6 Individual Performance
		16.7 Organizational Leadership
		16.8 Concluding Remarks
		About the Contributor
		References
	Chapter 17 Bridging Innovation and Governance in Biotech
		17.1 Objective
		17.2 Overview of Biopharmaceutical Industry
		17.3 Macro Trends Impacting the Industry
			17.3.1 Drug Development Timeline
			17.3.2 Leaders of the Industry
		17.4 Supply Chain
			17.4.1 Contract with CDMO
			17.4.2 Choosing a CDMO Partner
			17.4.3 Protecting IP
			17.4.4 Managing the Relationship
		17.5 Case Studies
			17.5.1 Changes Brought in by Pandemic
		17.6 Individual Performance
		17.7 Concluding Remarks
		About the Contributor
		References
	Chapter 18 Global Trendsetting in Apparel
		18.1 Objective
		18.2 Overview of the Apparel Industry
		18.3 The Brands and the Manufacturers
		18.4 Macro Trends Impacting the Industry Landscape
		18.5 Supply Chain Management
			18.5.1 Shift in Perspective
			18.5.2 Product
			18.5.3 Logistics
			18.5.4 Supply Base
			18.5.5 Trade Regulations
		18.6 Case Study
			18.6.1 Dealing with Volatility
		18.7 Individual Performance
		18.8 Organizational Leadership
		18.9 Concluding Remarks
		About the Contributor
		References
	Chapter 19 Bootstrapping Supply Chain in a Startup
		19.1 Objective
		19.2 Early Phase: Setting Up the Foundation
			19.2.1 Stabilize
			19.2.2 Undoing and Redoing
			19.2.3 Laying the Foundation
			19.2.4 Identify Key Hires
		19.3 Launch: Rubber Meets the Road
			19.3.1 Launch Blockers
			19.3.2 Lessons Learnt: Evolve the Supply Base
			19.3.3 Strengths and Weakness of Partners
		19.4 Supply Chain Challenges
			19.4.1 Repositioning Resources
			19.4.2 Multisourcing and Slicing the Business
			19.4.3 Relationship Management
		19.5 Supply Chain Systems
			19.5.1 Prioritizing the Internal Pain Points
			19.5.2 ERP Systems
		19.6 Case Studies
			19.6.1 Dealing with Hyper Growth
		19.7 Culture
			19.7.1 Dealing with Failures
		19.8 Concluding Remarks
		About the Contributor
		References
Section 4 Case Studies in Supply Chain Management
	Chapter 20 Case Studies in Supply Chain Management
		20.1 Objective
		20.2 Benefits of Consignment Stocking System against Supply Disruptions
			20.2.1 Learnings
			20.2.2 Key Success Factors
		20.3 Technological Disruption in Supply Chain
			20.3.1 Learnings
			20.3.2 Key Success Factors
		20.4 Capital Cost Savings in Exchange of Increasing Inventory Holding Cost
			20.4.1 Learnings
			20.4.2 Key Success Factors
		20.5 Vertical Integration
			20.5.1 Learnings
			20.5.2 Key Success Factors
		20.6 Strategic Outsourcing of Manufacturing for Low Value-Added Products
			20.6.1 Learnings
			20.6.2 Key Success Factors
		20.7 Collective Negotiation for Procurement Efficiency
			20.7.1 Learnings
			20.7.2 Key Success Factors
		20.8 Unchecked Cost Reduction Causing Supply Chain Disruption
			20.8.1 Learnings
			20.8.2 Key Success Factors
		20.9 Concluding Remarks
		References
	Chapter 21 Dabbawala: A Hundred-Year-Old Six Sigma Logistics Concept
		21.1 Introduction: Long before Logistics
		21.2 Dabbawalas: The Past and Present
		21.3 Organizational Strategic Focus
		21.4 Process Excellence in Logistics
			21.4.1 Process Innovation for Operational Accuracy
		21.5 Creating a Brand in Logistics
		21.6 Concluding Remarks
		Disclaimer
		References
	Chapter 22 Conclusion
		22.1 Building the Fundamentals
		22.2 Execute
		22.3 Concluding Remarks
		Reference
Commentary: A Path to Cognitive Leadership
Index