Supply Chain Excellence: A Handbook for Dramatic Improvement Using the SCOR Model - Hardcover

Bolstorff, Peter; Rosenbaum, Robert

Hardcover

ISBN 10: 081441771X ISBN 13: 9780814417713

Publisher: AMACOM, 2012

Synopsis

"In this latest edition of Supply Chain Excellene, the authors provide tools for measuging financial gains linked to value chain optimisation" Business Digest, March 2012

To keep your sales, manufacturing, distribution, and inventory moving in perfect synchronization, you need a flawless, repeatable supply chain improvement approach that maximizes process efficiency, eliminates dysfunction, and aligns disparate organizations―globally.

Supply Chain Excellence, ahead of the curve in its original edition, again breaks new ground with a highly compressed timeline for using the SCOR (Supply Chain Operations Reference) framework to plan and execute supply chain improvement. In addition to the value chain processes of DCOR and CCOR, the book is now adapted for use in an SAP environment, in global enterprises, and by small businesses.

Featuring examples and experience from roughly 100 projects, the completely updated third edition refines the use of the scorecard for better process analysis; extends the approach to encompass implementation and strategy; and quantifies the financial value of supply chain improvement to demonstrate its importance in achieving lasting competitive advantage.

About this title

About the Author

PETER BOLSTORFF is President and CEO of SCE Limited, which supports supply chain performance through education, coaching, and process expertise.

ROBERT ROSENBAUM, an award-winning journalist, is founder and President of The MarketFarm, which specializes in leveraging technical content. He was the founding editor of the former Supply Chain Technology News.

From the Back Cover

Your organization is run on ideas…and so is your department. But the task of leading a brainstorming session isn’t as simple as asking for thoughts and writing them down. From reluctant participants, to one person dominating the session, to the same ideas being repeated over and over again, the possibility of hitting roadblocks is high …and once the ideas stop flowing, it can be impossible to get back on track.

Packed with real-world, practical guidance, Quick Brainstorming Activities for Busy Managers gives you the tools, exercises, and guidance you need to pave the way toward the kind of innovation and creative solutions your company needs to beat the competition. Filled with fun, proven activities that will enable you to get productive brain­storming sessions started and keep them going, the book shows you how to:

Clarify the purpose of the session • Ask the kind of questions that provoke responses and inspire creativity • React to ideas in a way that encourages participants and prompts more input • Know what to record and what not to record • Sort and categorize lengthy lists • Evaluate ideas • Prioritize the most useful concepts and expand on them • And much more!

You’ll learn how to focus the group, use concepts such as playbacks and prompts, discourage criticism and self-editing, know the right time to take a break, and help your team arrive at outside-the-box, brilliant conclusions by collaborating with each other and building on each other’s ideas.

Truly productive brainstorming sessions are dependent on your ability to create the right environment and let your people’s ideas flow. Containing sample dialogues, as well as resources for virtual team brainstorming, this is the indispensable toolbox of activities you need to keep the energy high, and generate great ideas fast.

Brian Cole Miller is the principal of Working Solutions, Inc., a management training and consulting firm. He is the author of several books including Quick Team-Building Activities for Busy Managers, More Quick Team-Building Activities for Busy Managers, and Keeping Employees Accountable for Results.

From the Inside Flap

For any supply chain, misalignment—the failure of all elements to move as one—can mean poor service, high inventory, unexpected costs, constrained growth and profits, and a loss of market share. In a world that’s becoming more global, supply chain improvement is a more crucial skill than ever. Even if you operate a smaller business, having a proven, reliable system for keeping your supply chain running smoothly is essential if you want to keep up with the competition.

A hands-on guide to achieving operational superiority, Supply Chain Excellence shows you, step-by-step, how to adapt the field-tested processes of the Supply Chain Council in your own organization.

Thoroughly updated and now featuring examples from close to 100 projects, Supply Chain Excellence shows you how to:

• Gain internal support by educating employees and executives

• Put hard numbers to the financial value of change

• Conduct the proper competitive analysis to define business opportunity

• Align strategy, product flow, work flow, information flow, and system business requirements to focus on the right changes

• Maximize your use of existing technology

• Optimize Enterprise Resource Planning in your organization

• Streamline your process analysis effort and develop a sustainable supply chain scorecard

Now featuring a compressed project timeline conducive to global and small-business use—and guidance for applying SCOR processes in an SAP environment—the book includes SAP screen captures, sample deliverables, summaries of tasks, and key required executive behaviors, as well as helpful graphics and diagrams. Supply Chain Excellence gives you all the practical tools you need, whether you’re trying to improve the performance of an existing supply chain system or implement a new one.

Supply Chain Excellence has long been the go-to resource for doing supply chain right. Comprehensive, practical, and utterly up-to-date, the third edition is your passport to utilizing the supply chain strategies that have been proven to work time and time again.

PETER BOLSTORFF is President and CEO of SCE Limited (scelimited.com), which supports supply chain performance through education, coaching, and process expertise. An internationally recognized speaker, educator, consultant, and author, he is a former technical chair and two-term member of the Board of Directors with the Supply Chain Council and has been involved with the development of the SCOR model since its inception in 1996.

ROBERT ROSENBAUM is an award-winning journalist with a specialty in manufacturing and supply chain management, and founder and President of The MarketFarm, which specializes in leveraging technical content. A partner in Supply Chain Excellence Education, the training arm of SCE Limited, he was the founding editor of the former Supply Chain Technology News.

Excerpt. © Reprinted by permission. All rights reserved.

INTRODUCTION

During dinner at a recent supply chain conference, a senior execu-

tive asked me about the latest thinking on how to improve global

supply chain performance. Without hesitation I whispered, ‘‘Have

you tried the sardine strategy yet?’’ Anticipating the puzzled look, I

continued: ‘‘For schooling fish, staying together is a way of life. Fish

in a school move together as one.’’

For schooling fish, the ‘‘move as one’’ trait is innate. Separation

means likely death. For global supply chains, misalignment—failure

to move as one—means poor service, high inventory, unexpected

costs, constrained growth and profits, and loss of market share.

The purpose of this book is not to convince anyone of the impor-

tance of supply chain management (SCM). That case has been

well made many times in many industries since the first edition of

Supply Chain Excellence was published in 2003. Even then, only the

first two paragraphs of the book’s introduction argued the ‘‘why’’ of

SCM. The rest was about the ‘‘how.’’

While using the methodology of this book on roughly 100 supply

chain projects around the world, ‘‘how’’ has been further refined

into a series of processes to achieve the highest levels of supply

chain alignment: moving as one.

Here are the 15 most common contributors to supply chain misalign-

ment. Which ones are relevant to you?

Fifteen Common Causes of Misalignment

1. Lack of a Technology Investment Plan

A chief information officer deflected pressure to install the latest and

greatest advanced planning system—making the case that simply

having state-of-the-art tools was not a good enough reason to put

her entire company into the kind of upheaval that such implementa-

tions create. As she watched the rapid evolution of web-based appli-

cations, event management tools, and demand-driven advanced

planning systems, she found herself without a clear technology in-

vestment plan that supported the company’s business strategy.

2. Little or No Return on Investment (ROI)

A company bought its Enterprise Resource Planning (ERP) package

during the vendor’s end-of-quarter push to meet sales goals. The

deal included all the latest add-ons—things like customer relationship

management, transactional processing, advanced supply chain

planning, event management, and web portals providing self-service

for customers and suppliers. Now the executive team is looking for

an answer to a deceptively difficult question: When will a return on

investment start to show up in the earnings statement?

3. Isolated Supply Chain Strategies

Three executive vice presidents—for sales, marketing, and opera-

tions— assembled their own well-articulated strategies for developing

supply chain competence within their departments. Then they invested

in application technology, manufacturing processes, and product de-

velopment— all with measurable success. Now what’s missing is a

comprehensive blueprint that combines their individual efforts to drive

profit and performance across the entire company.

4. Competing Supply Chain Improvements

A company’s top executive for SCM assembled a dozen of his

brightest managers for a structured brainstorming process—resulting

in a list of 45 high-priority projects. But when the managers began

implementation, the results were not encouraging. General managers

were being asked to support multiple initiatives that used many

of the same financial, human, and technical resources. Goals seemed

in conflict. They needed to align their objectives and prioritize projects

to make good use of the available resources.

5. Faulty Sales and Operations Planning

The vice president of operations for one of the companies had serious

cash-to-cash problems and declining customer satisfaction—all

resulting from raw materials shortages, mismatched capacity, poor

forecasting, and inventory buildup. The challenge was to address the

planning and forecasting issues and put the balance sheet back in

shape.

Edition details

• Publisher: AMACOM
• Publication date: 2012
• Language: English
• ISBN 10: 081441771X
• ISBN 13: 9780814417713
• Binding: Hardcover
• Edition number: 3
• Number of pages: 304