Supply chain transformation : practical roadmap to best practice results

Content: Foreword xi     Preface xiii     Acknowledgments xvii     Chapter 1: Change Is Inevitable, Growth Is Optional 1     Globalization Changes the Game 3     Paradigms Drive Organizational Behavior and Culture 5     Assessing Your Company   s Culture 7     Levels of Cultural Maturity 9     Building a Case for Change 14     Paradigms Can Encourage or Constrain Innovation 16     Notes 18     Chapter 2: Putting the Business in Perspective 19     Defining and Understanding Business Objectives 21     Defining the Business within the Context of the Market 24     Developing Your Vision 25     Adding SWOT Analysis Puts the Business in Perspective 29     Principle of Creative Tension 32     Notes 34     Chapter 3: Market Drivers and the Dynamics of Change 35     Supply Chain Is Marketing: A Tool for Analyzing the     Market Environment Impacting the Supply Chain 38     Scanning the Market Environment for Drivers of Change 40     Systems Thinking: Your Strategy for Managing in a Changing Market 43     Notes 52     Chapter 4: Business Structures Are the Levers of Change 53     You Can   t Break Down the Silos: Collaboration Is the Key 54     Understanding the Business Structures and Processes That Govern the Behavior of the Organization 57     Vertical and Horizontal Business Structures and Drivers 58     Everything That Gets Done Gets Done through a Process ... Business Process Management 60     Chapter 5: If You   re Driven by Demand, You   re Probably Being Driven Crazy 69     What Are the Demand Creation Structure Process Types? 73     Demand Creation Processes Impact Demand Fulfillment Behavior Dramatically 76     Guess What? The Forecast Is Wrong, Deal with It 79     Forecasting Is as Much about Art as It Is about Science 82     Event-Driven Forecasting Is a Best Practice Imperative 84     Extend Collaborative Processes to the Customer (and Supplier) 86     Note 89     Chapter 6: Supply Chain Management: A Pipeline of Opportunity 91     Understanding the Demand Fulfillment Structure 92     Major Operating Functions of the Demand Fulfillment Structure: Procurement, Production, and Logistics 94     Lean Six Sigma Is Not an Option   It   s a Requirement 99     Leveraging Supply Chain Capability for Synchronization: Strategy, Planning, and Execution 103     Notes 119     Chapter 7: Okay, We Need Management Commitment
 So, How Do We Get It? 121     Understanding the Demand Performance Structure 122     You Can   t Manage What You Can   t Measure 125     Process Types That Drive the Demand Performance Structure 130     What Keeps the CEO and CFO Up at Night? 131     How Does Operations (Supply Chain) Excellence Impact the Income Statement and Balance Sheet to Drive Return on Invested Capital? 134     Notes 140     Chapter 8: Technology Drives the Waves of Change 141     Scanning the Horizon for Technology Developments 142     What Emerging Technologies Are Likely to Impact the Supply Chain? 143     How Does Technology Impact the Organization? 147     How Can Information Technology Enable Business Operations to Maximize Return? 149     Chapter 9: Making the Journey Happen 153     We Got Management Commitment, What Do We Do Now? 154     Developing an Operating Plan and Creating a Culture for Change 154     Benchmarking: Perception versus Reality 161     How Do We Eat the Elephant? Identifying Projects and Setting Priorities 162     Jump on the Bandwagon: Communicating the Game Plan and Building Operations Support 166     Note 167     Conclusion: Business As Usual Has Been Canceled, Now What? 169     References 175     About the Author 177     Index 179