Supply Chain Strategy and Financial Metrics is a step-by-step guide to balancing the triangle of service, cost and cash which is the essence of supply chain management. Supply chains have become increasingly strategy-driven, and this Supply Chain Triangle approach puts the supply chain at the heart of the strategy discussion instead of seeing it as a result. Supply Chain Strategy and Financial Metrics fully reflects the 'inventory' or 'working capital' angle and examines the optimisation of the supply chain and Return on Capital Employed. Including case studies of Barco, Casio and a selection of food retail companies, this book covers building a strategy-driven KPI dashboard, target setting and financial benchmarking. Regular examples and diagrams illustrate how different types of strategies lead to different trade-offs in the Supply Chain Triangle. This ground-breaking text links supply chain, strategy and finance through financial metrics, therefore creating value for the shareholder. Online supporting resources include worksheets covering basic financial concepts such as cash flow and working capital, with example data sets and guidelines/exercises to make it interactive.
Much has been written about Covid-19 victims, how scientists raced to understand and treat the disease, and how governments did (or did not) protect their citizens. Less has been written about the pandemic’s impact on the global economy and how companies coped as the competitive environment was upended. In his new book, "The New (Ab)Normal", MIT Professor Yossi Sheffi maps how the Covid-19 pandemic impacted business, supply chains, and society. He exposes the critical role supply chains play in helping people, governments, and companies to manage the crisis. The book draws on executive interviews, pandemic media coverage, and historical analyses. Sheffi also builds on themes from his books "The Resilient Enterprise" (2005) and "The Power of Resilience" (2015) to enrich the narrative. The author paints a compelling picture of how the Covid-19 virus is changing many facets of human life and what our post-pandemic world might look like. This must-read book helps companies to redefine their business models and adjust to a fast-evolving economic landscape. The stage is set In Part 1 of the book, “What Happened,” the author looks at how companies fought to mend the global economic fabric even as the virus ripped more holes in it. Part 2, “Living with Uncertainty,” views the crisis through a supply chain risk management lens derived from Yossi Sheffi’s previous books. This perspective shows how companies create corporate immune systems to quickly recognize and manage large-scale disruptions. The ongoing pandemic is creating a new normal in life, work, and education—covered in Part 3, “Adjustment Required.” Consumer fears about the contagion as well as government mandates require businesses in industries such as retail, hospitality, entertainment, sports, and education to create “safe zones” for workers and customers. Many elements of the book – especially in Part 4, “Supply Chains for the Future” – show how the virus accelerated preexisting trends in technology adoption. China was the epicenter of the pandemic; it also was the first nation to be disrupted and recover. Part 5 of the book, “Of Politics and Pandemics,” explains why reports that companies are abandoning China in favor of other offshore manufacturing centers do not reflect reality. Fundamentally, The New (Ab)Normal is about businesses trying to create a better future in a time of extreme uncertainty – a point emphasized in Part 6, “The Next Opportunities.” The outlook is not necessarily gloomy. The advance of technology is accelerating, a trend that can level the playing field between small and large companies. Nimble small businesses are using a growing array of off-the-shelf cloud computing and mobile apps to deploy sophisticated technologies in their supply chains and customer interfaces. The New (Ab)Normal Another new normal is working from home. Remote working enables individuals to live anywhere and companies to recruit talent from anywhere. Education, especially higher education, faces a major disruption (and major opportunity) that is likely to shake the high-cost model of in-person education in favor of online or hybrid education. Regrettably, the book recognizes one trend accentuated by Covid-19--the growing inequality, and anticipates that the new normal will be more stratified.
Rethinking a supply chain strategy is not a trivial problem. Supply chains tend to be rather complex entities, and the act of thinking strategically about them, what we call supply chain 'strategizing', reflects this complexity. The absence of an established answer in the supply chain management literature regarding how to rethink the supply chain strategy of an organization further compounds what is already a daunting problem. Between 2006 and 2016, a team of researchers at MIT's Center for Transportation and Logistics (CTL) explored the problem of supply chain strategizing, as part the Supply Chain 2020 Project. After a decade of research in collaboration with world-class organizations, significant progress was made. Many questions remain open, and will continue to be explored by an offshoot of the SC2020 Project, called the MIT Supply Chain Strategy Lab.But we feel it is time to share with the community of supply chain managers the insights we have derived so far on how to re-think the supply chain strategy of an organization. That is the purpose of this text.
John Gattorna and Deborah Ellis are long-term collaborators on the design and management of enterprise supply chains. Dr John Gattorna has been one of the most influential voices in the development of the modern supply chain. His long-held vision of the supply chain as the central nervous system of an organisation and as a major source of competitive advantage if done well has inspired both supply chain professionals and CEOs. To support this vision, he has led the development of frameworks and tools to guide design using customers as the sole frame-of-reference, thus ensuring precise alignment between enterprise supply chains and the markets/customers they serve.In 2018 John was awarded the Council of Supply Chain Management (CSCMP) Distinguished Service Award for his contribution to the profession, and in the same year was inducted into the CSCMP Hall of Fame. Deborah Ellis has consulted with leading companies for over 20 years on logistics and supply chain strategy. Like John Gattorna, the emphasis of her work has been on developing tailored supply chains that generate market advantage. She has worked with him, and partnered with clients, to apply, refine and extend the frameworks and methodologies that simplify the supply chain task, while generating value for the customer and the business. Since 2017 they have together presented the Global Supply Chain Thought Leadership Retreat Series for senior supply chain executives in the Asia Pacific, South Africa and Europe. These by-invitation-only events have been very well received, and this book has evolved from the research and discussions associated with those events.
BREAKTHROUGH BEST PRACTICES IN GLOBAL SUPPLY CHAIN MANAGEMENT FROM WORLD-CLASS PRACTITIONERS For all supply chain decision-makers, professionals, and students Improve financial and operational performance Manage risk and ensure continuity Drive value through deeper integration Optimize logistics cost and customer responsiveness Hire and develop world-class talent This book brings together advanced supply chain practices that yield significant, enduring business advantage. It reflects extensive collaboration between industry pioneers and The University of Tennessee Global Supply Chain Institute (GSCI), a leading source of best practice knowledge for global supply chain management. Building on GSCI’s deep industry partnerships, this book’s techniques take you far beyond the past decade’s advances. You’ll find new approaches to managing risk, integration, talent, distribution, purchasing, logistics, and more—all extensively vetted by leading executives. The authors fully explain each technique; its rationale, advantages, and challenges; and how pioneering organizations have implemented it. The world will look radically different in five years. If you want your supply chain to deliver competitive advantage tomorrow, you need to prepare today. This book shows you what to do, and how to get there. In recent years, practically everyone’s supply chain has become more sophisticated. To gain competitive advantage from your supply chain in the future, you’ll have to do even more. The Supply Chain Game Changers identifies powerful new ways to drive value in complex global supply chains, shows how pioneers are succeeding with these innovations, and helps you make them work in your environment. The authors first discuss ten trends impacting global supply chains today, and preview emerging drivers of change through 2025. Reflecting these changes, they share new best practices for managing global supply chains, evolving supply networks, and accounting for economics, politics, infrastructure, and competence. Next, the authors drill down to offer detailed guidance on several crucial aspects of supply chain management. You’ll discover new ways to identify, prioritize, and mitigate risk; balance cost and customer responsiveness through advanced distribution centers; integrate purchasing and logistics more effectively; and attract and develop world-class talent. The book concludes with the authors’ Top Ten actions for creating tomorrow’s world-class supplychain, practical tools for assessing where you stand,and detailed guidance for creating your new Action Plan.
Collaboration in supply chains means managing the chain beyond traditional or transactional methods. It involves rethinking the way your business is managed, both internally and externally, and the ways in which employees and partners relate to each other. Stuart Emmett and Barry Crocker's book explains how a relationship-based approach to supply chain management can transform business; how to organise your business internally for effective supply chain relationships and how to transform your external supply chain using relationship marketing, customer relationship management and supply chain partnerships. One of the key distinguishing characteristics of a high performing supply chain is the presence of strategic trust. With strategic trust, the parties have access to each other's strategic plans; relevant cost information and forecasts are shared; risks and rewards are addressed openly. This book explains how to embed a culture of inter-company trust and to realise the benefits of improved supply chain relationships.
Rethinking Supply Chain outlines how organizations can close the gap between the supply chain capabilities they have and the supply chain capabilities they want. The supply chains built pre-covid are no longer suitable in the current volatile business environment. Rethinking Supply Chain explores why and how organizations can upgrade their supply chains to level 5 maturity, enhancing them to be more sustainable, strategy-driven and resilient. It outlines the dangers of using outdated supply chain practices, sharing what goes wrong when organizations run level 5 complexity and variability with a level 1 capability. It shows how organizations can improve their strategic planning, supply chain design, sales and operations planning and business planning processes to respond to new dynamic levels of variability and complexity. It is supported by practical frameworks and roadmaps. This book outlines why supply chain reconfiguration is needed, how to define a business case for change and the steps needed to drive effective transformation. Rethinking Supply Chain also explores how to integrate sustainability into the heart of supply chain design and operations and examines the trade-offs organizations must navigate, depending on whether they wish to be at par, differentiate or dominate on sustainability drivers.
This work focuses on deep-tier risks, corporate social responsibility risks, cybersecurity risks, global raw material risks, long-term disruptions, business continuity planning, risk and disruption detection, and the potential for systemic disruptions.
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.
