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Aligned and Optimized: The power of framework

All too often considerable managerial resources are directed toward planning activities and processes with little in the way of tangible results. That’s because their supply chain strategy is not aligned with the business strategy.

By ·

In today’s competitive global economy, a firm’s market position and financial performance is closely linked to its supply chain performance. All too often, considerable managerial resources are directed toward planning activities and processes that deliver little in the way of tangible results and beneficial outcomes. What supply chain executives want is the know-how to efficiently and effectively direct their planning activities so that the results lead to better business decisions from the long-term down to day-to-day operations. What they often end up with is a set of unaligned decision-making processes that result in uncoordinated, inefficient planning and operations.

There is a better way: using Supply Chain Frameworks to oversee and guide planning and operations. Supply Chain Frameworks organize and manage all supply chain activities and decisions as a set of “linked” steps and processes that are part of one unified system, enabling managers to achieve high levels of operating effectiveness and efficiency.

In this article, we present proven, practical management frameworks and techniques that we used to support supply chain operations management and planning in the private sector. These frameworks provide methodologies for organizing and managing critical activities such as supply chain strategic planning and project selection, integrated manufacturing and distribution planning, performance measurement and warehouse planning and operations, to name a few.

We also illustrate how managers can and should employ planning frameworks to organize and manage all major supply chain functions and activities. While a firm clearly must have a framework to guide its overall supply chain strategic planning process, so too should the firm have a well-established planning framework for its individual supply chain functions such as transportation, manufacturing and logistics. Further, and most critically, all these supply chain planning frameworks must support and align with the firm’s overall business goals and objectives.

This complete article is available to subscribers only. Log in now for full access or start your PLUS+ subscription for instant access.

By ·


In today’s competitive global economy, a firm’s market position and financial performance is closely linked to its supply chain performance. All too often, considerable managerial resources are directed toward planning activities and processes that deliver little in the way of tangible results and beneficial outcomes. What supply chain executives want is the know-how to efficiently and effectively direct their planning activities so that the results lead to better business decisions from the long-term down to day-to-day operations. What they often end up with is a set of unaligned decision-making processes that result in uncoordinated, inefficient planning and operations.

There is a better way: using Supply Chain Frameworks to oversee and guide planning and operations. Supply Chain Frameworks organize and manage all supply chain activities and decisions as a set of “linked” steps and processes that are part of one unified system, enabling managers to achieve high levels of operating effectiveness and efficiency.

In this article, we present proven, practical management frameworks and techniques that we used to support supply chain operations management and planning in the private sector. These frameworks provide methodologies for organizing and managing critical activities such as supply chain strategic planning and project selection, integrated manufacturing and distribution planning, performance measurement and warehouse planning and operations, to name a few.

We also illustrate how managers can and should employ planning frameworks to organize and manage all major supply chain functions and activities. While a firm clearly must have a framework to guide its overall supply chain strategic planning process, so too should the firm have a well-established planning framework for its individual supply chain functions such as transportation, manufacturing and logistics. Further, and most critically, all these supply chain planning frameworks must support and align with the firm’s overall business goals and objectives.


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Third Party Risk: Too Close for Comfort
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From the December 2017
This is a comprehensive guide to services, products and educational opportunities targeted specifically to supply chain professionals. As with years past, we’re also featuring several articles we trust will offer food for thought in your supply chain throughout the coming year.
Transportation Trends: The last mile, history repeating
Economic Outlook: A Complex and Uneven Scenario for Global Supply Chains
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