Supercharging Supply Chains: New Ways to Increase Value Through Global Operational Excellence

By Christopher GopalWolfgang PartschJohn Kamauff, et al.

New research and experiences are demonstrating that shareholder value is improved dramatically when companies reach higher levels of operational excellence. Supply chain management, when planned, designed, and executed effectively, is the key to achieving high levels of operating performance which, in turn, drives shareholder value. The Ernst & Young Global Supply Chain Management Consulting Practice has assisted hundreds of well-known, multinational companies in minimizing their total costs, growing the business profitability, and achieving higher levels of customer satisfaction. Supercharging Supply Chains through speed, focus, and customer intensity enables smart companies to realize their visions and business strategies better than their competitors. Saving millions, increasing customer shares, and increasing "free cash flow" are kinds of benefits being reached by those select companies that operate high-performing supply chains in their global markets. Now, for the first time, key partners and leaders of the firm's Global Supply Chain Management Team reveal their proven approaches and industry-leading experiences to help your business improve. Beginning with an innovative view of supply chain excellence and its impact on shareholder value, Supercharging Supply Chains examines numerous management issues: why and how operational excellence helps companies sell more products; what new ideas are being implemented to achieve this excellence within the key business processes of Plan, Buy, Make, and Sell; how to introduce new products effectively into global supply chains; and how the best companies are making it happen. Supercharging Supply Chains cites case examples of such leading names as Procter & Gamble, 3M, Reebok, Dell Computer, Hewlett-Packard, Ford Motor, and several others to illustrate how the leaders benefit from these new ways of achieving value through operational excellence. Insightfully written by leaders in global supply chain management, and featuring their innovative perspectives and unparalleled expertise, this book is essential reading for all business executives and managers who want to achieve operational excellence and global supply chain success. "More than a treatise, Supercharging Supply Chains gives senior managers clear, strategic insights linking this much talked about subject to free cash flow and shareholder value goals. Well organized, the authors provide a strong, practical framework for understanding how cost, time, and speed are changing the way successful companies achieve operational excellence." - John W. Snow, Chairman, President and Chief Executive Officer, CSX Corporation "Supercharging Supply Chains is a book whose timing is right. In today's global markets competition is fierce, and the best companies are competing more and more through operational excellence." - Ken Watchmaker, Chief Financial Officer Reebok International, Ltd. "Probably one of the largest untapped opportunities in business today . . . Supercharging Supply Chains is loaded with practical advice on how to drive added value through integrated demand/supply management. We will put it to good use!" - Ralph W. Drayer, Vice President Efficient Consumer Response, The Procter & Gamble Company "With this book, readers get innovative and strategic perspectives for the global and regional management of the entire supply chain. At the same time, large cost reduction potentials are unlocked through supply chain management to improve your competitive position." - Hans-Dieter Panzer General Manager Logistics, Siemens

• Format: Hardcover
• Language: English
• ISBN: 0471254371
• ISBN13: 9780471254379
• Release Date: April 1998
• Publisher: Wiley
• Length: 288 Pages
• Weight: 1.30 lbs.
• Dimensions: 1.0" x 6.5" x 9.3"

Customer Reviews

Solid Effort

This is a solid introductory effort to supply chain management and the integral function and role SCM plays in contemporary business. The authors do an excellent job describing the importance of operational excellence in an age of increased globalization. The authors also do a superb job in emphasizing the role SCM plays in shareholder value, and how SCM can be used as an X factor in forging competitive advantage. The only fault I see with the book is the focus on speed instead of authoritative SCM optimization. Charles Fine's Clockspeed and other works handle supply, demand, delivery issues in a more balanced and lucid manner.

Great Supply Chain Discussion Starter

Supercharging Supply-Chains is aimed at providing senior executives with an overview of the issues, and an approach to achieving operational excellence through the supply chain.Highlights of the chapters include:* Linking operational performance to shareholder value- greater free cashflow & market capitalization , operations as the bridge connecting strategy & shareholder value, key principles for operational excellence (e.g. differentiated supply-chain strategy, organize along processes, collaborate with customers & suppliers, invest in IT, people & expertise, manage by product/channel, outsource elements, think globally, build regionally, operate locally, and execute through focus, measurement & empowerment).* Operations issues- business overview (develop, plan, buy, make, move, sell, market, and finance), only 4 organization structures, key metrics (EMV, share price, return on net assets, net profits after tax), 3 requirements for competitiveness (structure, measures & rapidity), 12 key imperatives (flexibility, plan & measure, structure logistics, leanness, information optimization, unequal customer treatment, operate globally, virtuality & collaborative management, e-commerce, leverage people, operationalize new product introductions, mass-customize & postpone), and dashboard performance measures. * Demand and supply planning- 8 key tenets (high-level accountability, combine demand & supply planning, eliminate impact of product forecast, create a common language & focus on commonality, treat customers unequally, plan for spares & returns, replace inventory with information & analysis, and focus on deployment transparency).* Sales- 4 key steps (segment markets & product groups, identify key value points by customer, identify consolidation opportunities around the customer, and identify & create common processes & systems around the customer).* Sourcing & suppliers- 10 principles (extend chain towards suppliers, organize right people effectively, develop commodity teams, practice global sourcing & supplier management, focus on total costs, simplify, let suppliers manage (vendor-managed inventories, consortium buying, or outsourcing), leverage IT and e-commerce, enhance sourcing automation, partner smart), and 6 basic IT areas (tactical planning & support, core transaction processing, EDI/web, imaging/forms automation/bar-coding, automated purchase orders, and integration with suppliers' IT).* Advanced logistics- reducing capital expenditures by improving use of fixed assets (rationalize distribution networks, outsource select processes, explore shared facilities, optimize use of equipment, and understand tax implications of chain) and reduce working capital by minimizing inventories (consolidate warehouses, use in-transit warehousing, replace inventories with information, reduce distribution cycle time, and implement demand/supply planning & management).* Product