Richard Sherman

Supply Chain Transformation

• Gebundenes Buch

Produktbeschreibung

Achieve best practices in supply chain management

Much is being written about global supply chain and sourcing options emerging in today's marketplace. Transforming supply chain management to achieve operations excellence is a mandate for many companies globally. Supply Chain Transformation walks you through this potentially difficult process and gets you started on the journey. Much more than just a how-to book, it's a why-to book that is as compelling for any business person as it is for supply chain management professionals. This book provides an invaluable road map to companies looking to transform their supply chains and organizations to achieve best practice results, beginning with guidance on how to make the case for change. Change is inevitable; growth is optional.
Includes real world cases and illustrations
Offers a step-by-step road map to transforming your supply chain
Explains how to obtain "senior management" commitment to transformation
Covers sourcing, production, and logistics process integration points with product development, marketing, sales, and finance processes as well as emerging technologies (RFID, Cloud computing, telematics, ERP, GPS/LBS & others)

One of the biggest hurdles to supply chain transformation is overcoming a culture that is resistant to change. Supply Chain Transformation helps you understand the cultural resistance and evaluate where change is needed most, and then develop the game plan for overcoming resistance to achieve best practice results.

Produktdetails

• Wiley Corporate F&A .
• Verlag: Wiley & Sons
• 1. Auflage
• Seitenzahl: 208
• Erscheinungstermin: 30. Oktober 2012
• Englisch
• Abmessung: 260mm x 183mm x 16mm
• Gewicht: 602g
• ISBN-13: 9781118314449
• ISBN-10: 1118314441
• Artikelnr.: 36137743

Autorenporträt

RICHARD J. SHERMAN is an internationally recognized writer, researcher, and speaker on trends and issues in logistics, supply chain management, technology, marketing, and organizational change. He is currently serving as Director of Strategic Development for the Council of Supply Chain Management Professionals (CSCMP) and President of Gold & Domas Research, serving corporate members worldwide. As a research director, he successfully launched the supply chain management advisory services for AMR Research and was a leading member of the team that developed the SCOR model and founded the Supply Chain Council. He is a frequent contributor of articles related to logistics and supply chain management, and speaks at conferences, symposiums, and universities.

Inhaltsangabe

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 Change 35 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 Changing Market 43 Notes 52 Chapter 4: Business
Structures Are the Levers of Change 53 You Can't Break Down the Silos:
Collaboration Is the Key 54 Understanding the Business Structures and
Processes That Govern the 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're Probably Being Driven Crazy 69 What Are
the Demand Creation Structure Process Types? 73 Demand Creation Processes
Impact Demand Fulfillment Behavior Dramatically 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 Opportunity 91 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 Requirement 99 Leveraging Supply Chain
Capability for Synchronization: Strategy, Planning, and Execution 103 Notes
119 Chapter 7: Okay, We Need Management Commitment; So, How Do We Get 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
Structure 130 What Keeps the CEO and CFO Up at Night? 131 How Does
Operations (Supply Chain) Excellence Impact the Income Statement 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 Supply Chain? 143 How Does Technology Impact the Organization? 147 How
Can Information Technology Enable Business Operations to Maximize 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 Change 154 Benchmarking: Perception versus Reality 161 How Do We Eat
the Elephant? Identifying Projects and Setting Priorities 162 Jump on the
Bandwagon: Communicating the Game Plan and Building Operations Support 166
Note 167 Conclusion: Business As Usual Has Been Canceled, Now What? 169
References 175 About the Author 177 Index 179