| Description |
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 This practical yet expansive book helps organizations transition from outdated supply-driven processes to new market-driven models.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. |
| Author Biography |
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. |
| Table of Contents |
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 |
