Guide to Supply Chain Management: How Getting It Right Boosts Corporate Performance(The Economist)

Globalization, technology and an increasingly competitive business environment have encouraged huge changes in what is known as supply chain management, the art of sourcing components and delivering finished goods to the customer as cost effectively and efficiently as possible. Dell transformed the way people bought and were able to customize computers. Wal-Mart and Tesco have used their huge buying power and logistical skills to ensure the supply and stock management of their stores is finely honed. Manufacturers now make sure that components are where they are needed on the production line just in time for when they are needed and no longer. Such finessing of the way the supply chain works boosts the corporate bottom line and can make the difference between being a market leader or an "also ran." This guide explores all the different aspects of supply chain management and gives hundreds of real-life examples of what firms have achieved in the field. Guide to Supply Chain Management: Defines a framework for formulating a supply chain strategy—it ensures focused supply chain efforts that contribute significantly to the corporate strategy and goals, rather than what can end up being a multitude of diffuse operational initiatives. Provides reference tables of performance metrics that support each strategy—focuses efforts on key metrics that help achieve strategic goals rather than relying on a plethora of lower-level metrics that are often used but rarely affect the company's competitive positioning. Provides industry-specific performance targets for each strategy—allows practitioners to gauge whether their company's supply chain is actively improving corporate competitive advantage. This guide distills the essential supply chain concepts into a convenient reference that helps executives achieve rapid results. It seeks to clarify the myriad ambiguities and inconsistencies surrounding the concept of supply chain management (SCM) and its relationship to the functions from which it stems. It is designed to avoid bias towards the viewpoint of logistics, manufacturing or any other related function, to highlight the most important concepts that are essential to getting shareholder value from SCM, and to focus on the most effective methods for achieving significant financial results.

Table of Contents:
List of Figures. List of Tables. Acknowledgements. Introduction. 1 A historical perspective on industry, trade and transport. 2 The bullwhip problem. 3 What supply chain management is and where it is going. 4 Why CEOs need supply chain management today. 5 Setting the right supply chain strategy. 6 Rationalisation: competing on low cost. 7 Synchronisation: competing on reliability. 8 Customisation: competing on customer intimacy. 9 Innovation: competing on revitalization. 10 Organising, training and developing staff. 11 Leveraging information technology. 12 Measuring success. 13 Challenges for the future. Notes and references. Appendices. 1 A brief history of supply chain thought. 2 Strategic sourcing techniques based on competition. 3 List of abbreviations. 4 Glossary. Index.

About the Author :
David Jacoby is founder and president of Boston Strategies International Inc., a global consulting that firm that provides industry research, cost and pricing analysis, and supply chain strategy advice. He is a Certified Fellow in Production and Inventory Management (CFPIM), Certified in Supply Chain Management (CSCP), Certified in Integrated Resource Management (CIRM), Certified in Purchasing Management (Lifetime C.P.M.), and Certified in Transportation and Logistics (CTL). Jacoby is President of APICS Boston (the Association for Operations Management), and he holds or has recently held board positions and other leadership roles at the Council of Supply Chain Management Professionals, the Institute for Supply Management and the International Supply Chain Education Alliance (ISCEA). Jacoby holds an MBA from the Wharton School, a Masters in International Business from the Lauder Institute and a Bachelor of Science in Finance and Economics from the University of Pennsylvania. David Jacoby is founder and president of Boston Strategies International Inc., a global consulting that firm that provides industry research, cost and pricing analysis, and supply chain strategy advice. He is a Certified Fellow in Production and Inventory Management (CFPIM), Certified in Supply Chain Management (CSCP), Certified in Integrated Resource Management (CIRM), Certified in Purchasing Management (Lifetime C.P.M.), and Certified in Transportation and Logistics (CTL). Jacoby is President of APICS Boston (the Association for Operations Management), and he holds or has recently held board positions and other leadership roles at the Council of Supply Chain Management Professionals, the Institute for Supply Management and the International Supply Chain Education Alliance (ISCEA). Jacoby holds an MBA from the Wharton School, a Masters in International Business from the Lauder Institute and a Bachelor of Science in Finance and Economics from the University of Pennsylvania.