Supply Chain Transformation

Foreword xi
Preface xiii
Acknowledgments xvii
Chapter 1: Change Is Inevitable, Growth Is Optional 1
Globalization Changes the Game 3
Paradigms Drive Organizational Behavior and Culture 5
Assessing Your Company's Culture 7
Levels of Cultural Maturity 9
Building a Case for Change 14
Paradigms Can Encourage or Constrain Innovation 16
Notes 18
Chapter 2: Putting the Business in Perspective 19
Defining and Understanding Business Objectives 21
Defining the Business within the Context of the Market 24
Developing Your Vision 25
Adding SWOT Analysis Puts the Business in Perspective 29
Principle of Creative Tension 32
Notes 34
Chapter 3: Market Drivers and the Dynamics of Change35
Supply Chain Is Marketing: A Tool for Analyzing the
Market Environment Impacting the Supply Chain 38
Scanning the Market Environment for Drivers of Change 40
Systems Thinking: Your Strategy for Managing in a ChangingMarket 43
Notes 52
Chapter 4: Business Structures Are the Levers of Change53
You Can't Break Down the Silos: Collaboration Is the Key54
Understanding the Business Structures and Processes That Governthe Behavior of the Organization 57
Vertical and Horizontal Business Structures and Drivers 58
Everything That Gets Done Gets Done through a Process . . .Business Process Management 60
Chapter 5: If You're Driven by Demand, You'reProbably Being Driven Crazy 69
What Are the Demand Creation Structure Process Types? 73
Demand Creation Processes Impact Demand Fulfillment BehaviorDramatically 76
Guess What? The Forecast Is Wrong, Deal with It 79
Forecasting Is as Much about Art as It Is about Science 82
Event-Driven Forecasting Is a Best Practice Imperative 84
Extend Collaborative Processes to the Customer (and Supplier)86
Note 89
Chapter 6: Supply Chain Management: A Pipeline of Opportunity91
Understanding the Demand Fulfillment Structure 92
Major Operating Functions of the Demand Fulfillment Structure:Procurement, Production, and Logistics 94
Lean Six Sigma Is Not an Option--It's a Requirement99
Leveraging Supply Chain Capability for Synchronization:Strategy, Planning, and Execution 103
Notes 119
Chapter 7: Okay, We Need Management Commitment; So, How Do WeGet It? 121
Understanding the Demand Performance Structure 122
You Can't Manage What You Can't Measure 125
Process Types That Drive the Demand Performance Structure130
What Keeps the CEO and CFO Up at Night? 131
How Does Operations (Supply Chain) Excellence Impact the IncomeStatement and Balance Sheet to Drive Return on Invested Capital?134
Notes 140
Chapter 8: Technology Drives the Waves of Change 141
Scanning the Horizon for Technology Developments 142
What Emerging Technologies Are Likely to Impact the SupplyChain? 143
How Does Technology Impact the Organization? 147
How Can Information Technology Enable Business Operations toMaximize Return? 149
Chapter 9: Making the Journey Happen 153
We Got Management Commitment, What Do We Do Now? 154
Developing an Operating Plan and Creating a Culture for Change154
Benchmarking: Perception versus Reality 161
How Do We Eat the Elephant? Identifying Projects and SettingPriorities 162
Jump on the Bandwagon: Communicating the Game Plan and BuildingOperations Support 166
Note 167
Conclusion: Business As Usual Has Been Canceled, Now What?169
References 175
About the Author 177
Index 179