Supply Chain as Strategic Asset E-Book

Vivek Sehgal

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: Wiley Corporate F&A
• Sprache: Englisch

Seitenzahl: 527

Veröffentlichungsjahr: 2010

Beschreibung

Hands-on guidance for creating competitive advantages through strategy realization How can your supply chain create competitive advantages and help achieve business goals? Drawing from the author's abundant research and analysis, this resourceful book shows how aligning the supply chain design with business strategy helps build competitive capabilities, prioritize capital investments, and takes your firm beyond the industry best-practices to create competitive advantages, not just competitive parity. Summarizing the current literature on business and supply chain strategies, this book provides path-breaking new direction to build your own winning supply chain strategy. Real-life cases show how this strategy alignment has produced results for the most successful companies and how it can be achieved in your firm. * An overview of the concepts of business strategy, the current thinking on supply chain strategy and why it is inadequate to drive competitive advantage through supply chain design * Process for establishing your own supply chain strategy to build competitive advantage * The place of technology in creating business capabilities in modern corporations and why managing technology should be a core competence and an integral part of strategy planning * Step-by-step direction and examples for creating strategy alignment and designing a supply chain that goes beyond supporting your operations * Case studies including Wal-mart, Cemex, Kmart, HP, Dell, and others Consolidating the lessons learned along with implementation guidance, Supply Chain as Strategic Asset is the must-read road map for designing a supply chain that will be vital in achieving your business goals.

Leseprobe

Table of Contents

Cover

Title

Copyright

Dedication

Preface

How Is This Book Organized?

A Note on Terms Used to Denote Strategies

Acknowledgments

Introduction

Chapter 1: Planning and Realizing the Goals of a Business Strategy

Strategy

Strategy Realization through Functional Capabilities

Strategy Planning: The Missing Link

Technology as the Enabler

Creating Competitive Advantage through Functional Capabilities

The Alignment of Business, Functional, and Technology Strategies

Chapter 2: Understanding Strategy

What Is Strategy?

Attributes of Strategy

Levels of Strategy Planning

The Strategic Horizon of Impact

Chapter 3: Concepts of Business Strategy

Porter’s Generic Strategies

The Resource-Based View

Capabilities-Based Strategies

Creating Advantages by Viewing the Corporation as the Sum of Its Components

Creating Advantages through the Value Chain

Developing Competitive Advantages through Capabilities

Understanding Advantage

Beyond the Business Strategy: Functional and Deployment Strategies

Chapter 4: Exploring Functional Strategy

What Is Functional Strategy?

Why Is the Functional Strategy Important?

Steps in Creating the Functional Strategy

Chapter 5: Current Thinking on Supply Chain Strategy

Current Thinking on Supply Chain Strategies

Understanding the Supply Chain Sphere of Influence

What Drives Your Supply Chain?

Chapter 6: Creating a Functional Supply Chain Strategy

The Effect of an Industry Segment on Supply Chain Design

The Effect of a Business Strategy on Supply Chain Design

The Effect of the Primary Driver on Supply Chain Design

Supply Chain Strategy and Business Strategy

Chapter 7: Technology Strategy

What Is Technology Strategy?

Components of a Technology Strategy

Why Develop a Technology Strategy?

Technology Strategy and Organization

Process Overview and Deliverables for Creating Technology Strategy

Chapter 8: Supply Chain Nirvana: Bringing It All Together

What Is Supply Chain Nirvana?

Defining a Supply Chain Strategy That Works

What Can a Well-Aligned Supply Chain Strategy Do for You?

How to Get There

Keeping It All Together

Appendix A: Sample Artifacts for Creating an Effective Supply Chain Strategy

Appendix B: An Overview of the Scope of the Supply Chain in Modern Corporations

Supply Chain Planning

Supply Chain Execution

Supply Chain Collaboration

Appendix C: The Supply Chain and Corporate Financial Performance

Cost of Sales

Inventory

Working Capital

Tune Your Supply Chain for Financial Performance

Notes

Introduction

Chapter 1

Chapter 2

Chapter 3

Chapter 5

Chapter 6

Chapter 7

Chapter 8

Bibliography

About the Author

Index

End User License Agreement

List of Illustrations

Introduction

Figure I.1 U.S. Productivity for Nonfarm Business Sector, Index (Output per Hour)

Chapter 1: Planning and Realizing the Goals of a Business Strategy

Figure 1.1 Strategy Life Cycle

Figure 1.2 Scope of Strategy Realization

Figure 1.3 A Strategy Requires Capabilities

Figure 1.4 Capabilities Required by a Business Strategy

Figure 1.5 From Business Strategy to Functional Strategy to Deployment Strategy

Chapter 2: Understanding Strategy

Figure 2.1 Value Creation Frontier

Figure 2.2 Porter’s Five Forces Framework for Strategy

Figure 2.3 Axes of Strategy’s Impact

Figure 2.4 Organizational Hierarchy of Business Strategy

Figure 2.5 Capabilities Required by Business Strategy

Figure 2.6 Strategic Horizon of Impact along Function, Organization, and Time

Chapter 3: Concepts of Business Strategy

Figure 3.1 Cost Strategy Showing a Firm’s Cost Advantage

Figure 3.2 Cost Strategy May Lead to Higher Profitability and/or Increased Market Share

Figure 3.3 Components of a Corporation

Figure 3.4 Components of a Corporation Immersed in Its Culture

Figure 3.5 Deconstructing the Distribution Function

Figure 3.6 From Strategy to Competitive Advantages

Figure 3.7 From Strategy to Competitive Advantages through Functional Competencies

Figure 3.8 Understanding Advantage

Figure 3.9 A Business Strategy May Drive Many Functional Strategies

Chapter 4: Exploring Functional Strategy

Figure 4.1 Business Capabilities Have Finite Windows of Opportunity to Create Competitive Advantages

Figure 4.2 The Components of a Corporation and Change Management

Figure 4.3 Corporate Ecosystem of Functional Capabilities

Figure 4.4 Functional Ecosystem Showing Partial List of Business Functions

Figure 4.5 Hierarchy of Capabilities

Figure 4.6 Deconstructing Supply Chain Functions

Figure 4.7 Deconstructing Demand Planning Functions

Figure 4.8 Part of a Capability Maturity Map Showing the Statistical Forecasting Subfunctions

Figure 4.9 Example of a Capability Maturity Map for Supply Chain Functions in a Retail Context

Chapter 5: Current Thinking on Supply Chain Strategy

Figure 5.1 Effect of External Factors on Demand Management

Figure 5.2 Effect of Horizon on the Accuracy of Demand Forecasting

Figure 5.3 Higher Accuracy Results by Forecasting the Demand for Subassemblies

Figure 5.4 Supply Chain Sphere of Influence

Figure 5.5 Supply Chain Core Objective

Figure 5.6 Demand-Driven Supply Chain

Figure 5.7 Supply-Driven Supply Chain

Figure 5.8 Inventory or Resource-Driven Supply Chains

Chapter 6: Creating a Functional Supply Chain Strategy

Figure 6.1 Factors Affecting Supply Chain Strategy

Figure 6.2 Process Flow for Developing a Supply Chain Strategy

Figure 6.3 Sustainability Matrix for Competitive Advantages

Figure 6.4 Inventory Turns at Home Depot

Figure 6.5 Relative Priority of Supply Chain Design Dimensions for Cost-based Strategy

Chapter 7: Technology Strategy

Figure 7.1 Technology Strategy Matrix

Figure 7.2 Technology Strategy Matrix with Business Functions

Figure 7.3 Technology Strategy Matrix with Merged Business Function

Figure 7.4 Overview of the Process for Creating a Technology Strategy

Figure 7.5 Technology Strategy Process Life Cycle

Chapter 8: Supply Chain Nirvana: Bringing It All Together

Figure 8.1 Top-Down View of Business, Functional, and Deployment Strategies

Figure 8.2 Bottom-Up View of Business, Functional, and Deployment Strategies

Figure 8.3 Overview of Steps in Creating an Effective Supply Chain Strategy

Figure 8.4 Wal-Mart's Inventory Turns from FY2000 to FY2010

Figure 8.5 What Can Supply Chain Strategy Do for You?

Figure 8.6 Sales and Inventory Chart for Wal-Mart

Figure 8.7 Gross Margin Chart for Wal-Mart

Figure 8.8 The Supply-Chain Nirvana

Figure 8.9 A Proposed Supply-Chain Organization with Integrated Operations

Appendix A: Sample Artifacts for Creating an Effective Supply Chain Strategy

Figure A.1 Functional Landscape: Supply Chain Planning

Figure A.2 System Landscape: Demand and Supply Planning

Figure A.3 Capability Maturity Map: Initial Stage

Figure A.4 Capability Maturity Map: Intermediate Stage

Figure A.5 Capability Maturity Map: Evolution over Time

Appendix B: An Overview of the Scope of the Supply Chain in Modern Corporations

Figure B.1 Core and Extended Supply Chain Functions

Figure B.2 Overview of Supply Chain Landscape

Figure B.3 Supply Chain Planning Functions

Figure B.4 Supply Chain Execution Functions

Figure B.5 Supply Chain Collaboration Functions

Figure B.6 Supply Chain Functions and ERP Systems

Appendix C: The Supply Chain and Corporate Financial Performance

Figure C.1 Effects of Reducing Inventory on the Corporate Financials

Figure C.2 Relationship between Operational Processes Managed by Supply Chain Functions and the Corporate Results

List of Tables

Chapter 4: Exploring Functional Strategy

Table 4.1 An Example of Functional Deconstruction of Demand Planning Business Function

Chapter 5: Current Thinking on Supply Chain Strategy

Table 5.1 Comparison of Well-Known Supply Chain Strategies of Lean, Agile, Speculation, and Postponement to the Generic Business Strategies of Porter

Table 5.2 Characteristics of a Business Suitable for the Design of a Demand-Driven Supply Chain

Table 5.3 Characteristics of a Business Suitable for the Design of a Supply-Driven Supply Chain

Table 5.4 Characteristics of a Business Suitable for Designing an Inventory-Driven Supply Chain

Table 5.5 Characteristics of a Business Suitable for the Design of a Resource-Driven Supply Chain

Chapter 6: Creating a Functional Supply Chain Strategy

Table 6.1 Supply Chain Design Focus for Cost and Differentiation Business Strategies

Chapter 8: Supply Chain Nirvana: Bringing It All Together

Table 8.1 Functional Analysis for Demand Forecasting to Establish the Value of the Business Function for the Firm

Table 8.2 Most of the Components of the Cost of Sales Are Managed through Supply Chain Processes

Appendix A: Sample Artifacts for Creating an Effective Supply Chain Strategy

Table A.1 Functional Catalog: Demand Planning

Table A.2 Function, Organization, Applications Relationship Matrix

Table A.3 Assessment Scorecard: Function-App

Appendix C: The Supply Chain and Corporate Financial Performance

Table C.1 Components of Cost of Sales and Supply Chain Processes That Help Manage Them

Guide

Cover

Table of Contents

Begin Reading

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Additional Praise for Supply Chain as Strategic Asset: The Key to Reaching Business Goals

“Supply Chain as Strategic Asset serves as a great prequel to Enterprise Supply Chain Management. Sehgal's new book helps wrap the framework of strategic planning around the supply chain capabilities previously covered. The combination of business theory with practical case studies and examples help drive home valuable lessons that executives should take to heart.”

—David Landau, Vice President, Manhattan Associates

“Business processes are the source of competitive advantage in the 21st century. Vivek Sehgal expertly connects the dots between business strategy and supply chain strategy. He explains that supply chain strategy must be derived from business strategy, but also that competitive advantage through supply chain must be built into the processes by pro-active design. The time for pushing industry best practices is over. As Vivek explains, now is the time to pro-actively create superior processes that will result in the creation of competitive advantage.”

—Dustin Mattison, Founder,logipi.com

“It goes without saying that a lot has changed and continues to change in business today. For those businesses with significant working capital commitment and risk associated with a smoothly functioning and adaptable supply chain these are challenging times. There are very few people who can translate the importance of a value added supply chain to a business than Mr. Sehgal. Take the translation one step further and you have a manual that peels back the layers for understanding and actionable knowledge. Like Vivek's previous book this is a must have on the shelf for not only supply chain executives, but those executives who want their supply chain capabilities to be competitive differentiators.”

—Craig LaFrance, Director of Business Development, CDC Software

Supply Chain as Strategic Asset

The Key to Reaching Business Goals

VIVEK SEHGAL

Copyright © 2011 by Vivek Sehgal. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

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Library of Congress Cataloging-in-Publication Data:

Sehgal, Vivek.

Supply chain as strategic asset : the key to reaching business goals / Vivek Sehgal.

p. cm. — (Wiley corporate f&a; 22)

Includes index.

ISBN 978-0-470-87477-6 (hardback); ISBN 978-0-470-93966-6 (ebk);

ISBN 978-0-470-93967-3 (ebk); ISBN 978-1-118-00287-2 (ebk)

1. Business logistics. 2. Strategic management. I. Title.

HD38.5.S444 2011

658.7—dc22

2010031878

To Devyani, Parth, and Richa

Preface

Creating an effective supply chain is essential for a business to compete. But the scope of supply chains is so great that it is a tough task simply to describe what an effective supply chain is, let alone create one. This book provides a valuable road map for defining and creating a supply chain strategy that will help you build an effective supply chain that supports your business strategy. It begins by providing an overview of the development of the strategic management discipline to its current state and then proceeds to define supply chain strategies, reviewing the strengths and weaknesses along with the reasoning behind the selection of one specific strategy over others. It also investigates the relationship between some well-known business strategies and how they may affect the selection of the supply chain strategy.