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