At one seminar on the Supply Chain Operations Reference (SCOR) model, one of the executives in attendance opened the question-and-answer session by asking, “Most of us don’t have good control of our supply chains—inside the company or with trading partners. What two or three things would you would motivate us to address the supply chain?”
“If you can define your supply chain—which isn’t hard to do—then you can measure it,” I answered. “Once you’ve measured it, you’ll find the opportunities are so big that you won’t need any more motivation. You’ll want to drive continuous improvement in your supply chain. The potential will be that obvious.”
This book is not a manifesto on the power of supply chain management (SCM). In fact, the two ...