Digital Transformation of the Supply Chain: A Practical Guide for Executives

CONTENTS
Prologue
Chapter 1 Relevance of Digital Transformation for Supply Chains
Chapter 2 Identifying Processes for the Digital Transformation of the Supply Chain
Chapter 3 Initiating the Digital Transformation of the Supply Chain
Chapter 4 Establishing Organization and People Readiness
Chapter 5 Supply Chain Process Assessment for Digital Transformation
Chapter 6 Supply Chain Process Redesign for Digital Transformation
	Principle 1. Organize Work Around Outcomes not Tasks
	Principle 2. Let Those Who Use the Process Perform the Process
	Principle 3. Capture Information Once — At the Source
	Principle 4. Put the Decision Point Where the Work is Performed and Build Control in the Process
	Principle 5. Treat Geographically Dispersed Resources as Though They Were Centralized
	Principle 6. Link or Convert Sequential Activities into Parallel Activities
	Principle 7. Design Process for the Dominant Flow, not for the Exceptions
	Principle 8. Look for Ways to Postpone the Final Product
	Principle 9. Exploit Resource Pooling to Avoid Suboptimization
	Principle 10. Avoid Duplicating Tasks with Supply Chain Partners
	Principle 11. Outsource Non-Core Processes
Chapter 7 Implementing the Digital Supply Chain Transformation
	Defining New Organizational Structure
	Redefining Performance Measurement
	Evaluating and Defining Implementation Options
	Finalizing Enabling Digital Technologies
Chapter 8 Supply Chain Transformations in the Healthcare Industry
	Case Study 1: Transforming the Reverse Logistics Operations for a Medical Equipment Company
		Phase 1: Project Initiation
			Time analysis for original process
			Cost analysis for original process
			Quality analysis for current process
		Phase 2: Challenge Assumptions to Generate Ideas
		Phase 3: Process Selection and Transformation
	Case Study 2: Transforming the Outpatient Operations for a Specialist Clinic
		Goal Setting and Objectives
		Assumption Surfacing
		Idea Generation
		Benefits of Using the New System
Chapter 9 Managing Process Change with Supply Chain Partners
	Critical Skills for Change Management
	Leading Change Model
		Shared Vision
		System Thinking
		Business Development
		Personal Mastery
		Mental Models
		Team Learning
Chapter 10 Success Story in Business Licensing Transformation
	Transforming Business Licensing in Singapore
	OASIS: The Transformation Project
		Vision of OASIS
		OASIS Project Team
		Phase 1: Review Licensing Process
		Phase 2: Challenge Assumptions and Generate Ideas
		Phase 3: Apply Redesign Principles
			Principle 1. Organize work around outcomes, not tasks
			Principle 2. Let those who use the process perform the process
			Principle 3. Capture information once — at the source
			Principle 4. Put the decision point where the work is performed and build control in the process
			Principle 5. Link or convert sequential activities into parallel activities
			Principle 6. Look for ways to postpone the final product
			Principle 7. Avoid duplicating task with supply chain members
		Phase 4: Implement the New Process
		Project Outcomes from OASIS
Chapter 11 Criteria for Success in Digital Supply Chain Transformation
	Project Goals and Mission
	Top Management Commitment
	Detailed Schedule
	Stakeholder Feedback
	Talent Management
	Technical Feasibility for Digitalization
	Supply Chain Partner Buy-in
	Monitoring and Feedback
	Communication
	Troubleshooting
Chapter 12 Success Story in Digital Supply Chain Transformation
	Case Study: Transforming the Less than Container Load (LCL) Business using Blockchain and Internet of Things
		Mission of ECU Worldwide
		Vision of ECU Worldwide
		Nature of the LCL Business
		Company Structure
			Import department
			Export department
		The Future
		Proposed Framework for LCL Business
			Principle 1. Organize work around outcomes, not tasks
			Principle 2. Let those who use the process perform the process
			Principle 3. Capture information once at the source
			Principle 4. Link or convert sequential activities into parallel activities
		Potential Benefits for ECU Worldwide in using the New Platform
		Potential Risks and Challenges in using the New Platform
Appendices
Glossary
Bibliography
About the Authors