Supply Chain Transformation – Practical Roadmap to Best Practice Results

<p>Foreword xi</p>
<p>Preface xiii</p>
<p>Acknowledgments xvii</p>
<p>Chapter 1: Change Is Inevitable, Growth Is Optional 1</p>
<p>Globalization Changes the Game 3</p>
<p>Paradigms Drive Organizational Behavior and Culture 5</p>
<p>Assessing Your Company s Culture 7</p>
<p>Levels of Cultural Maturity 9</p>
<p>Building a Case for Change 14</p>
<p>Paradigms Can Encourage or Constrain Innovation 16</p>
<p>Notes 18</p>
<p>Chapter 2: Putting the Business in Perspective 19</p>
<p>Defining and Understanding Business Objectives 21</p>
<p>Defining the Business within the Context of the Market 24</p>
<p>Developing Your Vision 25</p>
<p>Adding SWOT Analysis Puts the Business in Perspective 29</p>
<p>Principle of Creative Tension 32</p>
<p>Notes 34</p>
<p>Chapter 3: Market Drivers and the Dynamics of Change 35</p>
<p>Supply Chain Is Marketing: A Tool for Analyzing the</p>
<p>Market Environment Impacting the Supply Chain 38</p>
<p>Scanning the Market Environment for Drivers of Change 40</p>
<p>Systems Thinking: Your Strategy for Managing in a Changing Market 43</p>
<p>Notes 52</p>
<p>Chapter 4: Business Structures Are the Levers of Change 53</p>
<p>You Can t Break Down the Silos: Collaboration Is the Key 54</p>
<p>Understanding the Business Structures and Processes That Govern the Behavior of the Organization 57</p>
<p>Vertical and Horizontal Business Structures and Drivers 58</p>
<p>Everything That Gets Done Gets Done through a Process . . . Business Process Management 60</p>
<p>Chapter 5: If You re Driven by Demand, You re Probably Being Driven Crazy 69</p>
<p>What Are the Demand Creation Structure Process Types? 73</p>
<p>Demand Creation Processes Impact Demand Fulfillment Behavior Dramatically 76</p>
<p>Guess What? The Forecast Is Wrong, Deal with It 79</p>
<p>Forecasting Is as Much about Art as It Is about Science 82</p>
<p>Event–Driven Forecasting Is a Best Practice Imperative 84</p>
<p>Extend Collaborative Processes to the Customer (and Supplier) 86</p>
<p>Note 89</p>
<p>Chapter 6: Supply Chain Management: A Pipeline of Opportunity 91</p>
<p>Understanding the Demand Fulfillment Structure 92</p>
<p>Major Operating Functions of the Demand Fulfillment Structure: Procurement, Production, and Logistics 94</p>
<p>Lean Six Sigma Is Not an Option It s a Requirement 99</p>
<p>Leveraging Supply Chain Capability for Synchronization: Strategy, Planning, and Execution 103</p>
<p>Notes 119</p>
<p>Chapter 7: Okay, We Need Management Commitment; So, How Do We Get It? 121</p>
<p>Understanding the Demand Performance Structure 122</p>
<p>You Can t Manage What You Can t Measure 125</p>
<p>Process Types That Drive the Demand Performance Structure 130</p>
<p>What Keeps the CEO and CFO Up at Night? 131</p>
<p>How Does Operations (Supply Chain) Excellence Impact the Income Statement and Balance Sheet to Drive Return on Invested Capital? 134</p>
<p>Notes 140</p>
<p>Chapter 8: Technology Drives the Waves of Change 141</p>
<p>Scanning the Horizon for Technology Developments 142</p>
<p>What Emerging Technologies Are Likely to Impact the Supply Chain? 143</p>
<p>How Does Technology Impact the Organization? 147</p>
<p>How Can Information Technology Enable Business Operations to Maximize Return? 149</p>
<p>Chapter 9: Making the Journey Happen 153</p>
<p>We Got Management Commitment, What Do We Do Now? 154</p>
<p>Developing an Operating Plan and Creating a Culture for Change 154</p>
<p>Benchmarking: Perception versus Reality 161</p>
<p>How Do We Eat the Elephant? Identifying Projects and Setting Priorities 162</p>
<p>Jump on the Bandwagon: Communicating the Game Plan and Building Operations Support 166</p>
<p>Note 167</p>
<p>Conclusion: Business As Usual Has Been Canceled, Now What? 169</p>
<p>References 175</p>
<p>About the Author 177</p>
<p>Index 179</p>