By Dr. Dale S. Rogers is Professor, Logistics & Supply Chain Management and Co-Director of the Center for Supply Chain Management at Rutgers University College of Business ·
November 1, 2011
More and more companies now recognize that creating a sustainable supply chain is more than just the right thing to do—it's a requisite to business success. Sustainability today resembles the quality movement of three decades ago. As with quality, there was initial resistance to "going green." But it soon became apparent that the benefits were far too great to ignore.
By Reinhard Geissbauer and Brad Householder ·
September 13, 2011
New global survey from PRTM confirms the importance of operational flexibility in supply chain success and identifies five key levers that leaders employ to make it happen. The financial and performance benefits of improved flexibility can be profound. And companies can start realizing those benefits, by taking the basic steps outlined here.
By Per Segerberg ·
July 1, 2011
Many procurement organizations still have blurred ideas of what their true strategic purpose should be. But a few—the procurement “masters”—do properly understand strategy. And they regularly practice it. The product lifecycle framework presented here provides a useful mechanism for others to follow in the masters’ footsteps.
By Paula Tolliver ·
July 1, 2011
Dow Purchasing relied on its robust processes, governance and organizational structure—along with some novel change management approaches designed to clarify roles and unify around corporate priorities—to quickly and efficiently integrate the most complex acquisition in Dow’s history while accelerating significant value delivery. Here’s a first-hand look at the ingredients that went into that successful endeavor.
By Joydeep Ganguly, Alasdair Shepherd, Esther Alegria, Rob Ciamarra and Rob Handfield ·
May 2, 2011
The management team at Biogen Idec knew they had to transform the supply chain to cope with increasing volume and complexity at this biotech company. Beginning with a detailed gap analysis, they launched a comprehensive transformation program that addressed factors as varied as vendor continuity and purchase order processing times,
drawing from sourcing best practices. The overhaul to date has proved to be a resounding success.
By Tan Miller and Matthew J. Liberatore ·
March 14, 2011
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.
By Ram Narasimhan, Joe Sandor and Tobias Schoenherr ·
March 14, 2011
Companies recognize that they need to continuously transform themselves to survive and prosper. But they’re finding that traditional, largely internally focused, approaches fall short. Increasingly, the leaders recognize that the real breakthroughs come only with the engagement of the supply network. Summit meetings of leading
supply chain practitioners convened by Michigan State University underscore this new reality— and point to a winning technique called supplyleveraged organizational transformation.
By Brad Douglas ·
November 1, 2010
Can strategic procurement best practices from the private sector be effectively applied to state government? The State of Georgia’s success with its Procurement Transformation initiative answers that question with a resounding yes. Georgia completely revamped the people, process, and technology surrounding the procurement process—confirming the old wisdom that it’s not only what you spend, but how you spend it that makes the difference.
By Tim Stratman ·
November 1, 2010
Why don’t chief executives come from the top supply chain ranks as readily as they do from finance, marketing, and sales? Senior supply chain management roles constitute some of the best preparation possible for the CEO’s position. But if they are to be seen as such by those who plan CEO successions, supply chain leaders themselves need new ways to think about the route to the top office.
By Stanley E. Fawcett, Joseph C. Andraski, Amydee M. Fawcett and Gregory M. Magnan ·
September 1, 2010
“Indispensible” supply chain managers play four critical roles: cross-functionalist, choreographer, coach, and champion. By executing these roles skillfully and consistently, they not only contribute greatly to business success, but also position themselves well for career advancement.
By Kevin O'Marah ·
September 1, 2010
This year’s edition of the Top 25 supply chains published by AMR Research, now part of Gartner, contains some familiar names and some new faces. But beyond the list itself, the most important learning for supply chain professionals is that certain tactics consistently define the leaders, regardless of industry or geography. These are the tactics that lead to operational and financial success.
By Charles C. Poirier, Morgan L. Swink and Francis J. Quinn ·
July 11, 2010
The best companies approach their supply chains in a way that differs markedly from their less-successful competitors. In particular, they consistently embrace certain traits that make their operations run more smoothly and profitably. These are the traits of the supply chain leaders—practices, processes, and principles that any organization would be wise to emulate.
By Thomas Olavson, Hau Lee and Gavin DeNyse ·
July 1, 2010
In today’s volatile economy, one supply chain design is probably not enough. What’s really needed is a portfolio of supply chains that at once enables you to be cost effective and yet agile and highly responsive in situations where those competencies are called for. The case study here on HP’s Inkjet Printer Supply Chain spotlights a successful portfolio approach in action.
By William B. Lee and Errol Wirasinghe ·
May 7, 2010
Supply chain decision making is fraught with difficulties, largely because decision making frequently is regarded purely as a mental process in which there is an illusion of knowledge. Supply chain
managers rely too much on guts and intuition, the authors contend, and not enough on structure and information. They offer seven steps to improving that problem in your supply chain.
By Singh Manoj K ·
May 7, 2010
Although sales and operations planning (S&OP) has been practiced for several decades now, many companies still struggle to succeed with their programs. A big part of the problem is that the requisite building blocks to success are either faulty or lacking. The five success principles described here can get an S&OP program on the right track and delivering the kind of results expected.
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