E-Supply Chain: Using the Internet to Revoltionize Your Business: How Market Leaders Focus Their Entire Organization to Driving Value

by Charles C. Poirier and Michael J. Bauer

Supply chain has emerged as a major focus of business improvement efforts. Unfortunately, not all firms have taken advantage of the concept, resulting in a large gap between successful e-commerce... This description may be from another edition of this product.

• Format: Hardcover
• Language: English
• ISBN: 1576751171
• ISBN13: 9781576751176
• Release Date: December 2000
• Publisher: Berrett-Koehler Publishers
• Length: 256 Pages
• Weight: 1.07 lbs.
• Dimensions: 0.8" x 6.4" x 9.4"

Customer Reviews

Highly Recommended!

Charles C. Poirier and Michael J. Bauer assert that the future of the American company will resemble an Internet version of the Japanese Keiretsu, interlocked firms within firms. This new value chain constellation - which shares buying, selling and customer information in real time - will offer advantages and services that no single company could ever hope to match working solo. We from getAbstract predict that this will become a necessary textbook for any CEO or CPO who wants to maximize profits via supply chain optimization.

Sound Advice and Expert Guidance

I begin with a brief excerpt from the Introduction in which the authors offer some critically important definitions. "In simple terms, supply chain refers to those core business processes that create and deliver a product or service, from concept through development and manufacturing or conversion, into a market for consumption." The authors then clarify further when noting that supply chain management (SCM) involves methods, systems, and leadership which "continuously improve an organization's integrated processes for product and service design, sales forecasting, purchasing, inventory management, manufacturing or production, order management, logistics, distribution, and customer service." These brief remarks answer the question "Within any organization, regardless of its size of nature, who should read this book?" In a word, everyone....or at least everyone with decision-making authority. Here in an uncommonly valuable single source is a wealth of information and analysis about what amounts to, in effect, the organizational equivalent of a neurological system. The authors brilliantly introduce a guiding framework both for the material which follows and for their reader's efforts to absorb and digest that material. They then explain what should be the interdependence of organizational connectivity and business strategy, examining with great care the beneficial impact of effective SCM on e-commerce initiatives. Much has been written about the opportunities which the Internet has created. The authors correctly assert that the greatest of these is the opportunity to achieve total connectivity.Effective SCM ensures that all core business processes will maximize economies of scale in terms of any organization's strategic planning, marketing and sales, communications (especially with customers), resource allocation (especially human capital), order processing, and logistics. In Chapter 11, the authors focus on "The Need for Connectivity with Human Resources" and this material is especially well-positioned near the end of the book because all of the authors' earlier observations and suggestions really cannot have much impact unless and until an organization's most valuable assets are totally committed to SCM. I agree with the authors that a "tsunami-like change" (ie the Internet) is overtaking global business. Sooner rather than later, all organizations will be directly or indirectly involved on a global basis...or they will washed away. What to do? "Business professionals are faced with at least three mandates" as "tsunami-like change" increasing in scope and velocity: "First, they need to make their internal constituents aware of the inevitability of the business-technology convergence and the enormous opportunity it affords the business. Second, they must be catalysts in moving their companies to the necessary external perspective so an advanced supply chain network can be constructed. Third, they have to create the forums, workshops, and pilots th

Sound Advice and Expert Guidance

I begin with a brief excerpt from the Introduction in which the authors offer some critically important definitions. "In simple terms, supply chain refers to those core business processes that create and deliver a product or service, from concept through development and manufacturing or conversion, into a market for consumption." The authors then clarify further when noting that supply chain management (SCM) involves methods, systems, and leadership which "continuously improve an organization's integrated processes for product and service design, sales forecasting, purchasing, inventory management, manufacturing or production, order management, logistics, distribution, and customer service." These brief remarks answer the question "Within any organization, regardless of its size of nature, who should read this book?" In a word, everyone....or at least everyone with decision-making authority. Here in an uncommonly valuable single source is a wealth of information and analysis about what amounts to, in effect, the organizational equivalent of a neurological system. The authors brilliantly introduce a guiding framework both for the material which follows and for their reader's efforts to absorb and digest that material. They then explain what should be the interdependence of organizational connectivity and business strategy, examining with great care the beneficial impact of effective SCM on e-commerce initiatives. Much has been written about the opportunities which the Internet has created. The authors correctly assert that the greatest of these is the opportunity to achieve total connectivity.Effective SCM ensures that all core business processes will maximize economies of scale in terms of any organization's strategic planning, marketing and sales, communications (especially with customers), resource allocation (especially human capital), order processing, and logistics. In Chapter 11, the authors focus on "The Need for Connectivity with Human Resources" and this material is especially well-positioned near the end of the book because all of the authors' earlier observations and suggestions really cannot have much impact unless and until an organization's most valuable assets are totally committed to SCM. I agree with the authors that a "tsunami-like change" (ie the Internet) is overtaking global business. Sooner rather than later, all organizations will be directly or indirectly involved on a global basis...or they will washed away. What to do? "Business professionals are faced with at least three mandates" as "tsunami-like change" increasing in scope and velocity: "First, they need to make their internal constituents aware of the inevitability of the business-technology convergence and the enormous opportunity it affords the business. Second, they must be catalysts in moving their companies to the necessary external perspective so an advanced supply chain network can be constructed. Third, they have to create the forums, workshops, and pilots th

Good Supply Chain Management Thinking

A great book that ties together the supply chain with electronic commerce and provides the information necessary to improve all areas of businessThis `how to' book allows you to read and immediately apply the learnings to your business. It provides a useable roadmap for improving your supply chain and the authors dive right in with `real life' examples of how to get it done. Contains very topical discussions, although some examples are already dated. Some of the dot coms mentioned have already taken a hit, however, this book shows that the power of the internet to change business process is still an idea that is gaining momentum. Especially interesting is the comprehensive, 4 levels of supply chain optimization and the work on customer profiling and customer care.

A Must Read

As the hype of the dot.com frenzy diminishes, the practical value of this work becomes even more compelling. The authors use numerous examples in industries such as automotive, electronics, services, etc. to provide insights into the gains attributed to the real-world application of their concepts. Beyond the advantages in the sales cycle, Poirier and Bauer focus on what can be construed as the most impactful learning of the entire work - the ability to take huge amounts out of the cost of doing business. The section on Sourcing and eProcurement cite numerous ways to take advantage of tried and proven strategies. Building on the authors former written works and hand-on involvement with several of the case studies - the reader will be brought to a revelation quite quickly. With few exceptions the text is simple to read. Through the extensive use of case studies the concepts are easy to comprehend. While the dramatic changes caused by technology can cause non-technical leaders to avoid many works in the field, one should not be constrained by the topic. It is a fast read, non technical and provides many examples throughout the book that can be reviewed and readily adopted. I would recommend this work to every CEO, CIO, CFO as well as those business leaders who understand their obligation to maximize earnings. It should be required reading in every business that wants to enhance shareholder value, and regardless of where the reader is, from the top to the lower levels of the organization. I might even suggest that senior leadership hand out copies of this book to their people and use it as a study aid on how to impact earnings.The time for closing ones eyes to the fast paced world that I-supply chain provides in favor of the incremental improvement are over. Rest assured that your competitor will take note of this and react. Those who do not will either react at some point in the future or been severely impacted by the reality of those who do.