Are You The Weakest Link in Your Company's Supply Chain ?  

Oleh:

Slone, Reuben E. ; Mentzer, John T. ; Dittmann, Paul

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 85 no. 9 (Sep. 2007), page 116-128.
Topik: supply chain; supply chain optimization; supply chains

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.34 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Supply chain management (SCM) is a competitive differentiator for many types of businesses, and CEOs who neglect it may be putting their firms in jeopardy. So say Slone, the executive vice president of supply chain at OfficeMax, and two of his colleagues at the University of Tennessee. The authors identify key areas where CEO s can influence their supply chains and show them how to assess the influence they currently exert. Good SCM starts with finding the right people to lead a company's supply chain operation, from the most senior on down the ranks. CEO s need to participate in hiring a top - notch supply team that will use customer - focused metrics and best - practice benchmarking to bring about cross - functional alignment and achieve efficiencies, which the CEO s should personally review. Articulating the strategies to reach those goals - including effective use of supply chain technologies - and rewarding the employees, suppliers, and customers who make positive contributions are part and parcel of SCM success. Sales and operations planning (S&OP) is an essential component of SCM. A well - devised S & OP process can eliminate cross - functional disconnects and thereby reduce product complexity and obsolete inventory - two serious threats to the supply chain. This approach should also extend to business planning, promotional programs, and customer - contract negotiations, with their inherent supply chain ramifications. Even the best supply chain planning can be undermined, however, if its scope is only short - term. For example, sales strategies that don't align monthly and quarterly goals with long - term SCM objectives can lead to end - of - period surges, with potentially costly consequences for your company and its suppliers, partners, and customers. Attention to the supply chain requires attention to the long haul.

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