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A Practical Framework for Strategic Planning

Most everyone acknowledges the importance of strategic supply chain planning. But many companies struggle with translating their plans into action. In many cases, what’s missing is a framework that can guide the strategic planning process. The real world framework offered here not only facilitates this process, but also helps companies select those projects that will help make the strategy a reality.
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By Tan Miller and Matthew J. Liberatore
March 14, 2011

To develop a successful supply chain strategy, a firm must have an effective framework and methodology for strategy development. Further, this framework and methodology must assure that the firm can select those projects that will best support its supply chain strategy.

This article sets forth such a framework that incorporates both strategy setting and project selection. It’s important to emphasize up front that this framework was developed in a real-world setting. Specifically, it is based on the supply chain planning frameworks and project selection processes developed by the authors while one (Miller) worked at Warner-Lambert and Pfizer, and the second author (Liberatore) consulted on these initiatives. We implemented and employed the frameworks presented here at Warner-Lambert and Pfizer, and recommend these approaches to other practitioners seeking methodologies to organize and enhance their supply chain strategic planning and project selection processes.

To illustrate our approach, we draw on the experiences of a fictitious company called ABC Manufacturing and Distribution Inc. The ABC story is patterned after actual corporate implementations of the framework in which we were involved. 

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To develop a successful supply chain strategy, a firm must have an effective framework and methodology for strategy development. Further, this framework and methodology must assure that the firm can select those projects that will best support its supply chain strategy.

This article sets forth such a framework that incorporates both strategy setting and project selection. It’s important to emphasize up front that this framework was developed in a real-world setting. Specifically, it is based on the supply chain planning frameworks and project selection processes developed by the authors while one (Miller) worked at Warner-Lambert and Pfizer, and the second author (Liberatore) consulted on these initiatives. We implemented and employed the frameworks presented here at Warner-Lambert and Pfizer, and recommend these approaches to other practitioners seeking methodologies to organize and enhance their supply chain strategic planning and project selection processes.

To illustrate our approach, we draw on the experiences of a fictitious company called ABC Manufacturing and Distribution Inc. The ABC story is patterned after actual corporate implementations of the framework in which we were involved. 

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