Can Your Supply Chain Support a Corporate Turnaround?

This is an excerpt of the original article. It was written for the May-June 2014 edition of Supply Chain Management Review. The full article is available to current subscribers.

May-June 2014

Getting the most from Sales and Operations Planning is a combination of people, processes, and technology. The Red Wing Shoe Company details the steps it took to improve S&OP processes, slash its S&OP planning efforts by 50 percent, and align manufacturing with sales—all while growing its business.

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For what are you looking? When it comes to corporate turnarounds, that’s a good question.

Are you looking for a smooth handover of company control to a new CEO? Is turnaround simply another term for the motivations behind mergers and acquisitions? Or is it just a good excuse for financial reengineering?

Whatever the answer at your company, turnarounds are a fact of corporate life. Practically every week we see articles on the subject in the Wall Street Journal, Fortune, The Economist, and other news sources. Some of these are referenced below.

Why are corporate turnarounds important? And, what can we learn from them and about them? Simply put, many poorly performing companies need rebirth, recovery, reformation, regeneration, reinvention, rejuvenation, renewal, renovation, reorganization, restoration, restructuring, and revitalization. You can add as many of these “re” terms as you like to describe the phenomenon. These terms fill a need: They provide a vision for a situation that needs changing.

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