Book description
Living Supply Chains contains much more than its title suggests. This fine book challenges modern managers to consider again the role of supply chains in their businesses and offers genuine answers to the questions they face. John Gattorna highlights the way forward in matching supply and customer demand." Michael Andrews, Director, Tenon Ltd John Gattorna has brought Supply Chain right into the executive suite where it belongs. The opportunity for business leaders clearly outlined in Living Supply Chains is to create real organizational alignment with your end markets, and in the process better comprehend the role leadership and people play in making supply chain an integral part of a High-Performance business." Jeffrey Russell, Managing Partner, Supply Chain Asia Pacific, Accenture The challenge of supply chains has long been omnipresent, but as our world becomes more complex and our supply lines longer, the power of our supply chain management capabilities to create and destroy value is magnified. Why do our supply chains succeed or fail? The answer lies in alignment. The alignment of the needs and values of our customers, our own organisation and our suppliers. When it works it's truly magnificent, and what makes it work is people. People are at the heart of Living Supply Chains, and the key to a better supply chain future." Jon Bumstead, Strategy & Business Planning Director, DHL EXEL Supply Chain John Gattorna is one of the most original thinkers in the fast-changing arena of supply chain management. He has pioneered the idea of dynamic alignmentwhich is so powerfully presented in this ground-breaking book. If proof were needed that successful companies compete through their supply chain capability, then this fascinating book provides it." Martin Christopher, Professor of Marketing & Logistics, Cranfield School of Management, author of bestselling Logistics and Supply Chain Management "Dr Gattorna has enlivened the book with real examples from around the world both insightful and highly readable" Ralph Evans, CEO, FAICD J. Sainsbury recently lost share in the market by failing with their supply chain. Wal-mart and Dell won in the market by getting theirs right. Smart supply chains can be decisive. In the J Sainsbury debacle, there was nothing wrong with the strategy, except no one thought to check if the personnel in the company were capable of delivering such complex and sophisticated plan within such a short timeframe, and they are paying the price now. Unfortunately, this is not an isolated example - it is happening every day. Living Supply Chains is unique in looking beyond the systems and technology of your company, to developing the role of people and behaviour in placing customer-focused supply chains at the heart of their enterprise. Based on John Gattorna's empirical research, Living Supply Chains shows you how to drive the design and management of your supply chains by starting with your customers and understanding their dominant buying behaviours'. In most cases, only 3 or 4 of these will be dominant' and should then be hardwired' into the organization's selling approaches, performance indicators and logistics operations. With quick' diagnostics and guidelines executives can use to rapidly identify and close performance gaps, logistics and supply chain management can finally move from the hands of the functional specialists, to the executives. Analysts and shareholders alike have recognized that taking back control of this vital area of business will have the most fundamental impact on future share price performance.
Table of contents
- Copyright
- Praise for Living Supply Chains
- Publisher’s acknowledgements
- Acknowledgements
- Preface
-
1. Supply chains are the business: Why not abandon conventional wisdom and discover the customer?
- Solving the problem of complex supply chains
- It’s the people, stupid
- Where did this transformation start?
- Watch the customer not the competitor
- Internal ‘forces of darkness’
- Organization design is the key
- Looking beyond conventional wisdom
- In search of dynamic alignment
- Behavioural forces at work in supply chains
- The four elements of dynamic alignment
- Time to re-invent the enterprise
- Responsiveness at last
- Living lessons
-
2. Customer conversations: All pathways lead to customers
- Confusion around segmentation
- Moving away from one-dimensional solutions
- Adding the missing behavioural dimension to supply chains
- From spaghetti bowls to conveyor belts – a dynamic perspective
- Zara – genuine dynamic alignment in practice
- ‘Triple-A’ supply chains are not here yet
- Beyond institutional segmentation
- Optimal pathways to customers
- Reverse alignment
- Now the picture is almost complete
- Living lessons
-
3. Implementing a multiple supply chain alignment strategy: Working with people to deliver the required responsiveness
- Cultural mis-alignment hinders performance
- Mapping internal values and cultures
- Climate factors
- Inducing change in organizations
- Framework for achieving organizational change
- Country cultures
- Dominant subcultures in the four generic supply chains
- Core roles within the supply chain function
- Changing the enterprise to improve alignment
- Crucial influence of organization design and process
- Changing the culture – now faster than ever
- Living lessons
- 4. Leading from the front: Converting customer insight into successful implementation
- 5. Continuous replenishment supply chains: Where relationships matter most
- 6. Lean supply chains: Focusing on efficiency and lowest cost-to-serve
- 7. Agile supply chains: Where quick response is paramount
- 8. Fully flexible supply chains: Where nothing is impossible
-
9. New business models for new supply chains: The miracle of ‘embedded alignment’
- The imperative of new operating models for next generation supply chains
- It has all been painfully slow!
- Outsourcing in the twenty-first century – getting it right
- The next generation of business models
- What’s so different about the joint services company model?
-
Risks associated with forming a JSC
- 1. Founding partners
- 2. Ownership structure
- 3. Perceived independence
- 4. Secondment of best talent
- 5. Organization life cycle
- 6. Scope of operations
- 7. Financial engineering
- 8. Ability to meet performance milestones
- 9. Availability of best 3PLs
- 10. Excessive disruption
- 11. Culture
- 12. The risk of doing nothing
- Going forward
- Living lessons
-
10. Delivering living supply chains: A bridge to the future
- Here come the Exocets
- Global critical strategic issues facing supply chains of the future
-
Is that a priority? Assessing where to put the effort
- Sustainability in supply chains
- Vulnerability of supply chains[14]
- Impact of oil prices on cost-to-serve
- Innovation, product design and product life cycles
- Future practice of outsourcing, in all its forms
- Learning to design and manage multiple organization formats
- The rise of genuine collaboration in supply chains
- Learning to manage inherent complexity in supply chains
- Monitor the rest
- Living institutions
- A final word
-
Appendices
- 1A. ‘Quick’ dynamic alignment diagnostic
- 2A. Product/service category
- 2B. Multiple supply chains
- 2C. ‘Quick’ behavioural segmentation DIAGNOSTIC
- 2D. ‘Quick’ diagnostic comparing ‘current’ versus ‘ideal’ strategies
- 3A. Typical culture maps
- 3B. Culture dimensions
- 3C. ‘Quick’ culture mapping diagnostic
- 3D. ‘Evolutionary’ change
- 4A. Formulation of vision statement
- 5A. Supply chain relationship enablers
- 5B. Supply chain relationship inhibitors
- 5C. ‘Strategic partnering’ technique
- Notes
- Select bibliography
- About the Author
Product information
- Title: Living Supply Chains: How to Mobilize the Enterprise Around Delivering What Your Customers Want
- Author(s):
- Release date: January 2009
- Publisher(s): Pearson Business
- ISBN: 9780273706144
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