Supply Chain Transformation (Hardcover)

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