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The New Supply Chain Agenda: The 5 Steps That Drive Real Value

Book Description

Is your company delivering products to customers at the right time, place, and price—with the best possible availability and lowest possible cost and working capital? If not, you're probably alienating your customers and suppliers, eroding shareholder value, and losing control of your fixed costs. These dangerous mistakes can put you out of business.

In The New Supply Chain Agenda, Reuben Slone, J. Paul Dittmann, and John Mentzer explain how to reinvent your supply chain to avoid those errors—and turn your supply chain into a competitive weapon that produces unprecedented economic profit for your firm.

Drawing on a wealth of company examples, the authors show how to activate the five levers of supply chain excellence:

· Putting the right people with the right skills in the right jobs

· Leveraging supply chain technologies such as system optimization and visibility tools

· Eliminating cross-functional disconnects, including SKU proliferation

· Collaborating with suppliers and customers to generate a seamless flow of information and supply chain improvements

· Managing supply chain projects skillfully

Apply the steps in this book, and you build a supply chain that delivers as it should—without leaving money on the table.

Table of Contents

  1. Title Page
  2. Copyright Page
  3. Table of Contents
  4. 1 - Focus on Supply Chain as the Driver of Shareholder Value
    1. What You Will Learn in Each Chapter
    2. Driving Shareholder Value with Your Supply Chain
    3. Driving Shareholder Value by Creating Economic Profit
    4. The Link Between Shareholder Value and Supply Chain Excellence
    5. How One Manufacturer Drove Higher Economic Profit
    6. Speaking the Language of the CEO and the Board
    7. Conclusion
  5. 2 - Supply Chain Strategy and the Five Steps to Achieving Excellence
    1. What Is a Supply Chain Strategy?
    2. Five Steps to a Strategy for Supply Chain Excellence
    3. Conclusion
    4. Evaluation Test for Senior Executives
  6. 3 - Hiring the Right Talent
    1. Unique Skills Needed
    2. The Battle for Supply Chain Talent
    3. Critical Characteristics of Top Supply Chain Talent
    4. Assembling a Talented Team
    5. Conclusion
  7. 4 - Selecting the Appropriate Technology
    1. The Foundation of Competitive Advantage
    2. Pain versus Gain
    3. Supply Chain Technology: What’s New?
    4. Senior Executives and Supply Chain Technology
    5. Three Rules for Successful Implementation
    6. Seven Questions About New Technology
    7. Conclusion
  8. 5 - Collaborating Internally
    1. The Curse of Functional Silos
    2. The CEO at the Eye of the Storm
    3. Begin with Product Design
    4. Crippling Cross-Functional Problems
    5. Matching Supply with Demand
    6. Best Practices for Demand and Supply Integration
    7. Demand and Supply Integration Industry Survey
    8. Conclusion
    9. S&OP Assessment Test (Table 5-2)
  9. 6 - Collaborating Externally
    1. What Is External Collaboration?
    2. The CEO’s Role in Collaboration
    3. Does Collaboration Pay Off?
    4. Growing Interest in Collaboration
    5. Technology and Supplier Collaboration
    6. Examples of Successful Collaboration
    7. The Secret Sauce in a Recipe for Successful Collaboration
    8. Collaboration with International Partners
    9. Conclusion
  10. 7 - Managing Change in the Supply Chain
    1. Are Supply Chain People Just Too Busy?
    2. Problems with Supply Chain Projects
    3. The Toughest Part of Change Management
    4. Conclusion
  11. 8 - Case Studies in Developing and Executing a Supply Chain Strategy
    1. Case Study: Whirlpool
    2. Case Study: Stage Stores
    3. Conclusion
  12. NOTES
  13. INDEX