Customer demands for individual attention and specialized products are transforming commerce at every stage—including the supply chain. Today’s highstakes economy requires dynamic, market-savvy sales and operations planning (S&OP) to keep pace with accelerating service demands and response times.
It’s not as daunting as it sounds with the tools, tips, and case studies in The Market-Driven Supply Chain. This practical yet expansive book helps organizations transition from outdated supply-driven processes to new market-driven models. Readers learn how to:
· Use robust analytics for conducting value segmentations and simulation analyses
· Develop a customer-centric culture and a collaborative organizational structure
· Dynamically rebalance the inventory mix to improve capacity and reduce costs
· Retool 26 management processes to achieve market-savvy S&OP
Unlike other books that focus on only supply chain strategies or S&OP or lean manufacturing, this book’s sophisticated approach unifies all three areas, and it’s the only one to explain how to operate in today’s on-demand environment.
Le informazioni nella sezione "Riassunto" possono far riferimento a edizioni diverse di questo titolo.
ROBERT P. BURROWS III is founder and managing principal of the On-Point Group, a firm that applies the quantitative science of operations research to supply chain management.
CONTENTS
Foreword by Gregory P. Hackett, The Hackett Group ix
Foreword by Lora Cecere, Supply Chain Insights LLC xi
Acknowledgments xiii
Introduction 1
Seven Guiding Principles of the Design of Market-Savvy S&OP 8
PART I: CREATING VISION
Chapter 1: Seeing Anew from a Market-Savvy
Perspective 11
Market-Savvy S&OP Defined 13
IBP Provides the Strategy 16
Value Segmentation: The Preferred Method 26
Looking Back 44
Case Study: Sports Uniform Manufacturer 45
Chapter 2: Competing on Time and Customer
Connectivity 51
The Five Fundamentals of a Value-Segment Strategy 53
Portfolio Versus Segment Strategies 55
Segment-Level Strategies for Value Chains 62
Four Traditional Value-Segment Strategy Options 64
New Segment Strategies 75
Looking Back 86
Case Study: VTech 87
PART II: CHANGING BEHAVIOR
Chapter 3: Managing by Analytics 91
The 7 Characteristics of Strong Teams 92
The 7 Characteristics of a Proper Analytic 100
Market-Savvy S&OP, 70 Percent Analytics 109
Looking Back 121
Case Study: Frozen Food Producer 122
Chapter 4: Establishing a Customer-Centric Culture 127
Developing a Customer-Facing Organization 128
Establishing Collaboration 133
Driving Collegiality 139
Designing Horizontal Management Processes 145
Appointing Leaders with Passion 154
Looking Back 157
Case Study: Goodyear North American Tire (NAT) Consumer 158
PART III: DESIGNING NEW PROCESSES
Chapter 5: Designing and Implementing
Collaborative Planning (Segment-Level S&OP) 165
Design Starts with Education 167
Design to Implement Strategy 171
Design to Align All Planning Processes 175
Design with Interlocking Cycles 187
Design with Collaborative Goals 193
Looking Back 196
Case Study: Wright Medical Technology 197
Chapter 6: Designing a Rate-Based Planning Process 202
RBP Applicability 203
RBP Versus Traditional Scheduling Methods 204
RBP Scheduling Strategy 210
Cycle Planning 218
Inventory Standards 223
Rate-Mix Planning 226
Looking Back 230
Case Study: Canned Food Manufacturer 231
Chapter 7: Transitioning to a New Culture of
Market-Driven Supply Chain 237
The Transition Plan 237
Instituting the Audits and Recognizing the Team Responsible 247
Looking Back 257
Case Study: Medical Technology Company 258
Time to Start 260
Index 263
Le informazioni nella sezione "Su questo libro" possono far riferimento a edizioni diverse di questo titolo.
Spese di spedizione:
EUR 3,74
In U.S.A.
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