Content: Foreword xi Preface xiii Acknowledgments xvii Chapter 1: Change Is Inevitable, Growth Is Optional 1 Globalization Changes the Game 3 Paradigms Drive Organizational Behavior and Culture 5 Assessing Your Company s Culture 7 Levels of Cultural Maturity 9 Building a Case for Change 14 Paradigms Can Encourage or Constrain Innovation 16 Notes 18 Chapter 2: Putting the Business in Perspective 19 Defining and Understanding Business Objectives 21 Defining the Business within the Context of the Market 24 Developing Your Vision 25 Adding SWOT Analysis Puts the Business in Perspective 29 Principle of Creative Tension 32 Notes 34 Chapter 3: Market Drivers and the Dynamics of Change 35 Supply Chain Is Marketing: A Tool for Analyzing the Market Environment Impacting the Supply Chain 38 Scanning the Market Environment for Drivers of Change 40 Systems Thinking: Your Strategy for Managing in a Changing Market 43 Notes 52 Chapter 4: Business Structures Are the Levers of Change 53 You Can t Break Down the Silos: Collaboration Is the Key 54 Understanding the Business Structures and Processes That Govern the Behavior of the Organization 57 Vertical and Horizontal Business Structures and Drivers 58 Everything That Gets Done Gets Done through a Process ... Business Process Management 60 Chapter 5: If You re Driven by Demand, You re Probably Being Driven Crazy 69 What Are the Demand Creation Structure Process Types? 73 Demand Creation Processes Impact Demand Fulfillment Behavior Dramatically 76 Guess What? The Forecast Is Wrong, Deal with It 79 Forecasting Is as Much about Art as It Is about Science 82 Event-Driven Forecasting Is a Best Practice Imperative 84 Extend Collaborative Processes to the Customer (and Supplier) 86 Note 89 Chapter 6: Supply Chain Management: A Pipeline of Opportunity 91 Understanding the Demand Fulfillment Structure 92 Major Operating Functions of the Demand Fulfillment Structure: Procurement, Production, and Logistics 94 Lean Six Sigma Is Not an Option It s a Requirement 99 Leveraging Supply Chain Capability for Synchronization: Strategy, Planning, and Execution 103 Notes 119 Chapter 7: Okay, We Need Management Commitment
So, How Do We Get It? 121 Understanding the Demand Performance Structure 122 You Can t Manage What You Can t Measure 125 Process Types That Drive the Demand Performance Structure 130 What Keeps the CEO and CFO Up at Night? 131 How Does Operations (Supply Chain) Excellence Impact the Income Statement and Balance Sheet to Drive Return on Invested Capital? 134 Notes 140 Chapter 8: Technology Drives the Waves of Change 141 Scanning the Horizon for Technology Developments 142 What Emerging Technologies Are Likely to Impact the Supply Chain? 143 How Does Technology Impact the Organization? 147 How Can Information Technology Enable Business Operations to Maximize Return? 149 Chapter 9: Making the Journey Happen 153 We Got Management Commitment, What Do We Do Now? 154 Developing an Operating Plan and Creating a Culture for Change 154 Benchmarking: Perception versus Reality 161 How Do We Eat the Elephant? Identifying Projects and Setting Priorities 162 Jump on the Bandwagon: Communicating the Game Plan and Building Operations Support 166 Note 167 Conclusion: Business As Usual Has Been Canceled, Now What? 169 References 175 About the Author 177 Index 179