Overview
Going beyond the usual supply chain text, Principles of Supply Chain Management not only details the individual components of the supply chain but also illustrates how the pieces must come together Providing the logic behind why supply chain management is essential, the text examines how supply chains are evolving, looks ahead to future developments,
And also provides a balanced look at supply chains with a focus on where it needs to be the customer It also:
- Describes the forward supply chain (from the supplier to the customer) and the reverse supply chain (recycling)
- Reviews contemporary sustainability concepts including triple bottom line, cradle-tograve, and cradle-to-cradle
- Includes extensive discussions on retailing, distribution, and manufacturing topics.
- Details supply chain flows of physical goods, information, and funds
- Highlights the need for coordinated change in technology, infrastructure, and cultures among supply chain members
From the point of distribution all the way back to the point of origin, the text provides examples and case histories that illustrates a proven approach for achieving effective supply chain integration This self-contained resource provides readers with a realistic appraisal of the state of the art in supply chain management and the understanding needed to build and manage effective supply chains in a wide-range of industries Most importantly, it emphasizes the need for building and maintaining cooperation and collaboration among all members of the supply chain.
Table of Contents
Section I Overview of Supply Chain Management
1. Evolution of Supply Chains
Learning Outcomes - What Is a Supply Chain? - Importance of SCM - Evolution of Supply Chains - Early Supply Chains - Local Supply Chains - Global Supply Chains - Changing Government Orientation - State-Controlled Governments - Market-Driven Governments - Current Trends That Link Supply Chain Participants More Closely - Relationship Building - Customer Relationship Management - Supplier Relationship Management - Product Life Cycle Management - Electronic Business - Developing Economies – Outsourcing - Need for Quality Improvement - Changing Customer Demands - Decreasing Response Time - Lean Supply Chains to Reduce Waste - Current Developments in SCM - Power Has Shifted from Manufacturers to Retailers - Consolidation of Small, Local, or Regional Retailers into National Chains - Emergence of “Killer Category” Retailers - From a Make-and-Sell Mentality to a Sense-and-Respond Orientation - Obstacles to Supply Chain Integration - Need for Globalization - Complexity of Arranging Entities with Common Interests - Lack of Effective Interorganizational Systems - Need for Multiple Supply Chains within Companies - Lack of Trust between Participants - Examples of Companies with Successful Supply Chains - Focus on Strong Brands - Pay Attention to Balance - Use Downstream Data and Direct Store Delivery - Focus on Building Effective Network Relationships - Progress toward an Integrated Supply Chain - Supply Chain Models – Summary - Discussion Questions - References
2.Supply Chains as a System
Learning Outcomes - Introduction - Supply Chain Systems - Inputs -Transformation – Outputs - Manufacturing versus Services - Types of Supply Chains - Physical Flow - Information Flow - Funds Flow - Relational Flow - Examples of Supply Chains in Different Industries - Internal and External Customers - Open Systems versus Closed Systems - Effect of External Influences on Supply Chains - Obstacles and Enablers of Supply Chain Integration - Obstacles - Enablers Performance Measurement - Allocation of Costs, Resources, and Benefits along the Supply Chain - Value Creation as the Ultimate Objective - Summary- Discussion Questions - References
Section II Demand Perspective
3. Determining Customer Needs
Learning Outcomes – Introduction - Group Customers into Homogeneous Segments - Determine Needs of the Ultimate Consumer - Product Needs - Service Needs - Marketing Mix - Manufacturing and Service Supply Chains - Contents ix - Accurately Determine Customer Needs - Approaches - Market Research - Open System Scanning - Competition – Technology - Economy - Government - Social Trends - Business Environment - Develop Reliable Demand Forecasts - Quantitative Forecasting Methods - Time-Series Method - Casual Method -Qualitative Forecasting Methods - Survey Method - Delphi Method - Determine the Attributes of a Well-Designed Product - Functionality (Product Works to Satisfy Customers’ Needs) - Validity (Product Has Value and Functions at a Reasonable Cost) - Manufacturability (Product Can Be Efficiently Produced) - Reliability (Product Has a Variety of Quality Attributes) -Serviceability (Product Can Be Serviced during Its Effective Life) - Recyclability (Product Can Be Recycled along the Reverse Logistics Supply Chain) - Consider Alternative Product Design - Approaches - Quality Function Deployment - Concurrent Engineering - Design for Manufacturability - Design for Sustainability - Determine the Number of Supply Chains - Needed by a Company - Align with Customer Segment - Align with Product/Service Bundle - Align with Supplier Category - Performance Measurement - Respond to Needs of Internal -Customers - Conclusion - Discussion Questions - References
4. A System to Meet Customer Needs
Learning Outcomes - What is Customer Relationship Management? - Global Supply Chain Forum Model - Customer Relationship Management - Origins of CRM - What Can CRM Do? - Benefits - CRM Processes - Problems - CRM’s Future - Product Life Cycle Management - What Is PLM? - How Did PLM Evolve? - What Does PLM Include? - What Does PLM Not Include? - What Are the Benefits of PLM? - What Is the Present Status of PLM? - What Are the Obstacles? - What Does the Future Hold? - Supply Chain Configuration - Basic (Generic) Supply Chain - Variations for Different Industries - Supply Chain Mapping - Determining Resource Requirements - Facilities - Equipment – Employees - Inventory - Information Systems - Designing Processes to Match with Products - Make to Stock - Assemble to Order - Make to Order - Engineer to Order - Determining the Mix of Make and Buy - Core Competency Concept - Total Cost of Ownership - Cost Reduction versus Revenue Increase Considerations - Effect of Outsourcing Movement - Aligning Entities along the Supply Chain - Entities to Be Involved - Allocation of Authority and Responsibility among Entities - Collaboration Process - Implementation Plan - Evaluating the System Design - Will It Accomplish Its Objectives? - Is It Sustainable? - Is It Flexible? – Summary - Discussion Questions - References
5. Demand Management
Learning Outcomes - Introduction - Definition of Demand Management - Importance of Demand Management - Managing Demand - Accept All Demand - Select the Types of Demand to Accept - Solicit External Input in Forming Demand Patterns - Design the Form in Which Demand Will Be Accepted - Impose Constraints on Demand Submission - Managing Supply -Select a Demand Management Strategy - Develop a Demand-Forecasting System - Determine the Resource Requirements to Meet the Demand - Merging Supply and Demand into a Demand Management Process - Sales and Operations Planning to Match Short-Term Supply and Demand - Collaboration among Supply Chain Participants - Demand Management in Manufacturing - Demand Management in Services - Proposed Demand Management Strategies - Factors That Affect Selection of a Demand Management Strategy - Resources’ Value - Type of Demand - Top Management Strategies - Relationship between Factors and Strategies - Model for Integrating Demand and Supply Management - Programs Used to Implement Demand Management Strategies - Provide Strategy Programs - Match Strategy Programs - Influence Strategy Programs - Control Strategy Programs - Demand Management along the Supply Chain - Retail - Wholesale - Manufacturer - Mining and Agriculture -Summary - Discussion Questions - References
6. Distribution and Retailing
Learning Outcomes – Introduction - Retail Function - History of Retailing - Characteristics of the Industry - Customers and Markets - Outputs – Inputs - Transformation Process - Impact on Operations Management - Designing the Retail Process - Strategic Orientation - Critical Design Points: Keys to Success - Additional Factors to Consider in Retail Store Design - Multidiscipline Project - Continuing Need to Readjust or Redesign - E-Commerce Considerations (Direct vs Indirect Selling) - Strategic or Long-Term Considerations - Managing a Retail Business - Determine the Expected Demand - Plan Capacity to Meet Demand - Implement the Operating Plan - Measure Performance - Replant for the Next Period - Retail and Inventory Management -Value - Availability - Variety - Presentation – Service - Response Time - Present Situation in Retailing - Future in Retailing - Role of Wholesalers and Distribution Centers - Ordering – Receiving - Stocking - Picking - Loading the Trucks - Transporting to Stores - Unloading and Display at Stores - Critical Success Factors for Distribution - Inventory within Distribution Functions - Inventory Management between Retailer and Distributor - Technology in Distribution Functions - At the Retail Store - Movement of Goods - At the Distribution Center - Distribution Center Design - Positioning Services within the Distribution Functions - Presale Services - Post-sale Services - Role of Third-Party Service Providers - Predominant Delivery Method – Truck-privately Owned or Third-Party Carriers - Rail-For Selected Goods - Waterways – Air – Pipeline – Parcel - Transmission Lines - Fiber-Optic Cable Networks - Third party service providers - Importance of RDCs - Trend toward Outsourcing the Distribution Function - Major Companies-UPS, FedEx, Ryder - Distribution Performance Measurement - Financial Performance Measures - Operating Performance Measures - Collaboration Performance Measures - Retailer–Distributor – Relationship – Summary - Discussion Questions - References
7. Production and Service Processes
Learning Outcomes – Introduction - Evolution of the Production Function - From Craft to Mass Production - From Mass Production to Mass Customization - Critical Success Factors for Manufacturers - Cost and Efficiency – Quality - Responsiveness: Timing of Delivery - Responsiveness: Product/Service Mix – Flexibility – Agility - Information Technology - Manufacturing Strategies - Make to Stock - Locate to Order - Assemble to Order - Make to Order - Engineer to Order - Batch to Lean Operations - Present Batch Flow - Machine Breakdowns - Supplier Failures - Worker Flexibility - Customer Lead Times - Customer Order Size - Proposed Lean Production Flow - Customer Lead Time - Extra Available Space - Faster Detection of Quality Problems - Ease of Transferring Operators - Reduced Scheduling Requirements - Smaller Lot Sizes - No Buildup of WIP Inventory - Empowered Employees - Reduced Equipment Breakdowns - Reduced Late Material Deliveries - Reduced Write-Off of Inventory - Obstacles to Implementing Lean - Make or Buy Strategies - Vertical Integration - Outsourcing - Capacity Planning - How Much Capacity? When? What Kind? - Location and Ownership - Service Production Strategies - Relationships with Downstream Customers - From Transactions to Processes - Transactions versus Processes - Basic Processes of a Business
Benefits of a Process Orientation - Effect of Process Orientation - Organizational Structure
Strategies - Knowledge Management - Change Management - Trends in Production - From Manual to Automated - From Domestic to Global - From Standard Products to Customized – Postponement - Sales and Operations Planning - Performance Measurement - As Measured by Accounting - As Measured by Production - Measures along the Supply Chain – Summary - Discussion Questions - References
8. Procurement/Purchasing
Learning Outcomes - Introduction - Role of Procurement in the Supply Chain - Traditional Purchasing - Contemporary Purchasing - Changing Role of Purchasing - Critical Success Factors for Purchasing - Functionality - Availability - Cost – Quality - Match Inflow with Outflow - Reduce Variances in Delivery - Increase Supplier Dependability - Reduce the Bullwhip Effect - Become an Intercompany Facilitator - Find Sustainable Suppliers - Purchasing Functions: Participating - Product Design - Product Specifications - New Product Introduction - Target Costing - Strategic Sourcing - Supplier Location - Inventory Management - Supplier Risk Management - Purchasing Functions: Directing - Purchasing Process - Supplier Evaluation - Supplier Relationship Management - Supply Chain Coordination/Collaboration - Purchasing along the Supply Chain - Consumer - Retail – Wholesale - Manufacturer - Mining and Agriculture - Services - Offshore Outsourcing - As a Strategic Concept - TCO Considerations - As a Project, with Project Management Needs -Other Considerations: Intangible Costs and Public Acceptance - Supplier Location as a Strategy for Entering an Offshore Market - Performance Measurement - Traditional: Positive Purchase Price Variance - Contemporary: Enhanced Value for the Consumer - Future of Purchasing - Summary - Hot Topic: Apple Juice - Discussion Questions - References
9. Logistics: The Glue That Holds the Supply Chain Together
Learning Outcomes - Company Profile: Transportation Insight - Scope of Logistics - Evolution of Integrated Logistics - Transportation - Truck: Privately Owned or Third-Party Carriers - Rail: For Selected Goods – Waterways – Air – Pipeline - Parcel - Transmission Lines - Fiber-Optic Cable Networks - Materials Management - Interim Storage - Exchange Points - Traceability – Integration – Outsourcing - Drivers of the Outsourcing Movement - Sustainability - Social Responsibility - Ethical Responsibility - Future Company Well-Being - Steps in the Outsourcing Decision - Step1 Determine Project Feasibility - Step 2 Prepare a Project Plan - Step 3 Estimate Annual Savings - Step 4 Identify Risks or Disruption Costs - Step 5 Estimate the Return on Invested Capital - Step 6 Implement the Offshore Outsourcing Program - Step 7 Measure Progress - Step 8 Review and Revise - Summary - Reshoring Initiative - Rise of PLs - Benefits of PL Services - Reduces Total Cost - Decreases Total Time from Origin to Destination - Results in More Consistent Processing: Less Variability in Elapsed Time - Allows Individual Participants to Concentrate on Core Functions - Increases - Flexibility of the Supply Chain - Leads to Market Development through PL Contacts - Taps into Specialized Knowledge Not Normally Internal to Company - Obstacles to Successful Implementation - Lack of Qualified Personnel within the Company to Manage the PLs - Lack of Full-Service Providers - Perceived Loss of Control by Outsourcing Company - Difficulty in Coordinating Disparate Participants - Lack of a Comprehensive Financial Analysis before Implementing - Difficulty in Selecting and Using Appropriate Performance Measures - Trend toward Outsourcing the Distribution Function - Major Companies - Role of PL in Building Supply Chain Relationships - High-Tech Industry Issues - Risk Management - Status Report - Hot Topic - Discussion Questions - References
10. Reverse Supply Chains
Learning Outcomes - Company Profile: GENCO - Introduction - Description of Reverse Supply Chain Networks - Benefits of Reverse Logistics - Barriers to Reverse Logistics - Continuation of Forward Supply Chains - History of Reverse Logistics - Principal Drivers of the Movement - Individual Consumers - Individual Businesses - Society as a Group - Environmental Concerns - Resource Scarcity Concerns - Business Sector - Economic Benefits Possible - New Businesses, Even New Industries, Possible - Educational Institutions - Governments: At All Levels - Activities in Reverse Logistics - Service: Assure Proper Use of Product - Returns: Repackaging or Relocation - Restoration: Minor Modification or Repair -Remanufacturing: Overhaul and Major Rebuilding - Recycling: Reconstitution as Part of Another Product - Disposal: Return to Natural State - Hazardous Waste Disposal - Role of Private Industry - New Paradigms in Product Design (Design for Sustainability) - Design and Operate Green Supply Chains - Develop Systems to Manage Reverse Logistics - Participate in Joint Ventures to Seek Social Objectives - Role of Government - Research: To Identify Threats and Opportunities - Legislation: To Standardize Business Requirements - Regulation: To Monitor Performance - Participation: To Encourage and Support Ongoing Programs - Role of Consumer - Participant in Reverse Supply Chain Programs - Educated Consumer - Supporter of Green Supply Chain Efforts - Reverse Logistics Network - Continuation of the - Forward Supply Chain - Open System Environment - Heavily Outsourced by Major Businesses - Need for a Life Cycle Systems Approach - Need for IT - Other Considerations in Designing Reverse Supply Chains - Future - Growth in Amount of Materials Recycled - Increase in Number of Companies Performing Reverse Logistics Activities - Joint Ventures between Private Business and Government - Increased Emphasis on Prevention, Not Just Reusing - More Companies Will Design Integrated Reverse Logistics Systems – Summary -Discussion Questions - References
Section IV Need for Integration
11. The Need to Integrate
Expected Outcomes - Company Profile: Cisco - Introduction - Setting the Stage - Reasons to Integrate - Research in Support of Integration Efforts - From Mass Production to Mass Customization - From Craft to Mass Production - Prelude to Mass Customization - From Vertical Integration to Virtual Integration - From Homogeneous Cultures to Diverse Cultures - From Bottom Line to Triple Bottom Line - Drivers of Change - Global Competition - Global Markets - Economic Advantage - Lower Costs - Higher Revenues - Relationships and Trust among Supply Chain Participants - Trust between Individuals - Formal Contracts or Agreements - Common Interests or Projects (Enforced Trust) - Involves Change Management - Change Is Difficult within a Company - Embedded Culture - Policies and Procedures - Organization Structure - Customer Relationships - Supplier Relationships - Union Relationships - Change Is More Difficult for a Community - Company–Community Relationship - Difficulty in Changing Laws and Regulations - Difficulty in Changing Infrastructure - Change Is Most Difficult for an Entire Country - Political Implications - Regional Differences - Steps in the Integration Process - Build Interfaces with Customers and Suppliers - Change Interfaces to Interlaces to Make the Relationships Closer - Change Interlaces to Integrated Relationships - Need for Strategic Planning - Categories of Operations - Normal Operations - Improvement Programs - Problem-Solving Programs - Crisis Management - Need for a Multiyear Project Plan - Performance Measurement across the Supply Chain - Integration Requires Sharing – Summary - Hot Topic: AECL, Part - Discussion Questions - References
12. Why Integration Is Difficult
Learning Outcomes - Company Profile: Boeing - Introduction - Determining Strategic Objectives - Evaluating the Potential Return on Investment - Uncertainty of Benefits - Tangible or Direct - Intangible or Indirect - Uncertainty of Costs - Product Costs - Support (Overhead) Costs - Uncertainty of Assets Employed - Designing for Participant Differences - Participants Are Not Equal - Commitment - Contribution - Different Roles: Drivers and Followers - Technical Differences - Size – Proximity - Type of Operation - Need for Multiple Supply Chains - Different Customer Segments - Different Supplier Segments - Different Logistics Networks - Separating Interwoven Networks - Selecting and Implementing Technology - Product and Service Processes - Remove Barriers - Eliminate Redundancy - Develop Compatible Processes - Strive for Effectiveness and Efficiency - Incomplete Interorganizational Systems - Lack of Systems Compatibility - Lack of Information - Lack of a System - Financial Funds Flow - Realigning Infrastructure - Internal Organization - Effect of Outsourcing Movement - External Organization - Policies and Procedures - Physical Infrastructure - Transforming Company Cultures - Internal – External - Building Relationships - Communicate - Coordinate - Cooperate - Collaborate - Lack of Trust Inhibits Collaboration - Measuring Performance - Maintaining the System - During the Implementation Process - During the Operation of the Supply Chain - Extension into Reverse Logistics - Obstacles to International SCM – Summary - Discussion Questions - References
13. How to Build an Integrated Supply Chain
Learning Outcomes – Introduction - Who Manages the Supply Chain? - Past and Future of Supply Chain Management - Present Supply Chains - Virtual Supply Chains - Contractual Alliances - Dominant Party Management - Third-Party Direct Management - Third-Party Indirect (Third-Party) Management - World of Lean Production - Product - Purchasing Process - Production Process - Delivery Process - Demand Variation - Moving from Functional Focus to Cross-Enterprise Collaboration - Comprehensive Supply Chain Model - Decisions Needed to Achieve a Lean and Agile Supply Chain - Commitment – Concept - Configuration - Top Management – Marketing – Purchasing - Manufacturing – Distribution - Finance and Accounting - Communication - Culture - Customization - Integrated Supply Chain – Coordination - Cooperation - Collaboration - Steps in the Change Process - Investigate - Involve - Include - Initiate - Invigorate - Implement - Integrate - Institutionalize – Innovate - A Look Ahead – Complexity - Clairvoyance - Summary - Discussion Questions - References
Section V Financial and Information Technology Perspectives
14. Information Flow along the Supply Chain
Learning Outcomes - Company Profile - Introduction - Need for Information Flow - Types of Information Transmitted - Upstream Suppliers - Midstream (Internal) - Downstream Customers - Reverse Supply Chain - Supply Chain Connectivity - Intracompany Technologies Used - Data Capture and Communication - Computer-Aided Design - Point-of-Sale Terminals - Automatic Identification Systems – Groupware - Data Storage and Retrieval - Data Manipulation and Reporting - Supply Chain Direct Links - Customer Relationship Management - Supplier Relationship Management - Linking Technologies - Interorganizational Systems - EDI and Internet EDI - Linking Applications – Videoconferencing - Sales and Operations Planning - Product Life Cycle Management - Third-Party Services - Service-Oriented Architecture - Software as a Service - Cloud Computing - Benefits of Information Technologies - Tangible Benefits - Increase Revenues - Reduce Product Costs - Reduce Transaction Costs - Reduce Product Development Lead Time - Reduce Capital Investment Costs - Intangible Benefits - Improve Customer Relations - Improve Decision Making - Streamline Administrative Processes - Integrate Company - Planning and Execution - Barriers to IT Adoption - Technological Obstacles - Standards Interoperability - Back-End Interoperability - Scope of Applications – Security - Managerial Obstacles - Power Structure - Trust - Economic Issues - Employee Acceptance - Societal Obstacles - Model of an Integrated Supply Chain Information System – Summary - Hot Topic - Discussion Questions - References
15. Funds Flow along the Supply Chain
Learning Outcomes - Company Profile: Wells Fargo - Overview of the Flow of Funds - Need for Cash Flow within a Company - Supply Chain Funds Flow - Flows in a Supply Chain - Benefits of Improved Funds Flow - Obstacles - External Sources of Funds - Banks and Other Lending Institutions - Supply Chain Finance - Performance Measurement - Financial Accounting Measures: Current Ratio - Management Accounting Measures - Need for Finance and Operations to Collaborate - Effect of Production Strategies on Funds Flow - Effect of Outsourcing on Product Costs and Capital Requirements - Interorganizational Systems
Benefits - Obstacles - Evolution – Future - EDI - Benefits - Funds Flow in the Reverse Supply Chain - Comprehensive Example - Components of a Financial Statement - Analyzing the Cash Flow Statement - Looking at Alternatives – Summary - Hot Topic: Boeing Dreamliner - Discussion Questions - References
16. ROI for Supply Chains and Other Issues
Learning Outcomes - Company Profile: Apple - Supply Chain Configurations - Programs Requiring Close Supply Chain Relationships - Need to Evaluate Supply Chain ROI - Tangible Benefits - Reduced Inventory - Reduced Cycle Times - Improved Customer Service - Improved Quality - Tangible Costs – Communications - Retraining Internal Employees - Restructure Supplier Network - Design Customer Network - Capital Investment - Indirect Costs - Meetings Required to Organize Customer and Supplier Relationships - Programs to Change Internal Culture - Changes in Organization Structure - Realignment of Roles of Supply Chain Participants - Intangible Benefits - Integrated Flow of Goods and Services - Faster Resolution of Problems - Match Customer Wants with Products Provided - Reduced Excess Capacity along the Supply Chain - Increased Knowledge - Reduced Risk of Supply Chain Disruption - Intangible Costs - Loss of Confidential Information - Increased Awareness of Inequitable - Treatment among Participants - Discrepancy between Contribution and Payoff among Participants - Legal Actions - Obstacles to Equitable Distribution among Members - How to Organize? - How to Distribute? - Supply Chain Governance Models - Prime Mover in the Supply Chain – Organize - Select the Team - Monitor Ongoing Operations - Evaluate Performance - Initiate Change - Third-Party Provider - Changes in Supply Chain Composition - Dictated by Prime Mover - Consensus of the Supply Chain Participants - Consultation with an Outside Adviser - Mediation by Third Party - Legal Action - Case Studies - Use of Accounting Records - RFID Implementation - Cost Reductions with Investment Requirements - Supply Chain Finance - Benefits of Supply Chain Collaboration – Summary - Hot Topic - Discussion Questions - References
Section VI the Future
17. Trends in Supply Chain Management
Learning Outcomes - Company Profile: Amazon - From the Past to the Present - From the American Revolution to World War II - From World War II until the Present - Evolution of Critical Success Factors in the United States - Beginning (from First Settlements through) - Industrial Revolution (s–s) - Growth and Recovery (s–s) - Mass Production (s–s) - Arisings (s–s) - Awakening (s) - Globalization I (s) - Globalization II and Mass Customization (2 and after) - Major Drivers of Change in Supply Chains - Global Business Perspective - Balanced Approach to Offshore Outsourcing - Total Cost of Ownership - Risk Management
Other Issues - Continuing Advances in Technology - Retail Operations - Demand Forecasting - Transportation and Distribution - Information Systems - From Special-Purpose to General -Purpose Resources - Evolution from Transactions to Processes -Transactions versus Processes
Benefits of a Process Orientation - Vanishing Boundaries between Manufacturing and Services - Infrastructure Refinements - From Vertical to Horizontal Organizations - From Rigid Rules to Flexible Policies and Procedures - From Tacit Knowledge to Implicit Knowledge - From Financial Accounting to Management Accounting - Culture and Employees - From Passive or Obstructing Culture to Engaged and Receptive Culture - Employees: From Specialized to Empowered - Supply Chain Relationships - From Adversarial to Collaborative - Trust and Distrust - Emergence of Third-Party Supply Chain Coordinators - Risk Management -Increased Complexity and Risk - Internal Risks - External (Open System Environment) – Influences - Natural Disasters – Sustainability - Triple Bottom Line - Beyond the Triple Bottom Line - Why Should Business Take the Lead? - Need for Alliances - Benefits and Obstacles -Sustainability in the Future - Strategic Employee Plan – Summary - Hot Topic – Discussion – Questions - References
18. Preparation for the Future
Learning Outcomes - Company Profile - Recognize the Need to Adapt – Globalization -Competition - Economy – Technology – Customers – Employees - Develop New Measures of Success - Financial Success - Social Responsibility – Environment - Integrating Financial - Results, Society Equity, and Sustainability - Identify What Needs to Be Done - APICS E&R - Foundation Inc - McKinsey Study - University of Tennessee - Adapt to Government Actions - Environment - Business Ethics - Product Safety - Social Equity – Infrastructure - Capitalize on Third-Party Skills - Direct Support: Outsourcing - Indirect Support: Financing and Insurance - Advisory: Consulting and Training - Analyst: Measure Performance and Identify Needs - Manager: Virtual Holding Company - Utilize Information Technology - Enterprise Resource - Planning Extension - Service-Oriented Architecture - Internet Processes - Interorganizational Systems - Take Advantage of Other Technologies - Organization and Teams - Project Management - Process Technology - Build Strategic and Operational Plans - Continue the Drive for Collaboration - Develop Performance Measures for Supply Chain Management - Integrate Delivery Effectiveness Measures - Integrate Cost and Quality Measures - Supplier Profitability - Effectiveness of Supply Chain Integration - Structure the Organization to Manage Change - Purchasing - Integrate All Functions - Educate the Work Force - Increase Marketing Influence - Overcome Inertia - Expand Knowledge Management - From Data to Information - From Information to Knowledge - From Knowledge to Wisdom - Some Ways to Learn - Obstacles to Knowledge Transfer - Will Knowledge Replace “Things”? - Acquire Data Analytics Capabilities – Background - Benefits - Obstacles - Applications - Techniques – Conclusions - Integrate Manufacturing and Services - Apply Chaos Theory to Business - Summary - Hot Topic - Questions for Discussion - Discussion Questions - References
Review from Venkadesh Narayanan, Principal Consultant, Fhyzics
