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Cecere Lora M.. Supply Chain Metrics that Matter
Foreword
Preface
Acknowledgments
Chapter 1. Starting the Journey
Meet Joe
Setting Metrics Targets
The Journey
Agility
Evolution
Conclusion
Chapter 2. Managing Metrics on the Effective Frontier
The Connection of Metrics to the Business Strategy
Managing Metrics as a Complex System
Using the Metrics Maturity Model to Drive Change
Aligning on Asset Strategies
Managing Change
Conclusion
Chapter 3. Using Value Network Strategies to Move to the Next Level on the Frontier
Managing What You Can't Control
Building the Guiding Coalition
Educating the Organization to Take the First Step
Conclusion
Chapter 4. A Strategy Session on Managing Value Networks
Addressing Organizational Tensions
The Strategy Day
The Journey: Becoming Market-Driven
Risk Management: A Catalyst for Driving Balance and Resiliency?
Can Corporate Social Responsibility Be an Impetus to Drive Alignment and Build Market-Driven Value Networks?
Sales and Operations Planning to Drive Balance and Resiliency
Moving to the Next Level of the Effective Frontier
Conclusion
Chapter 5. What Drives Value in the Value Network? Industry Progress in Consumer Value Chains
The Questions
Leveling the Playing Field
The Supply Chain Index
The Consumer Value Chain Journey
Wrapping Up the Strategy Workshop
Conclusion
Chapter 6. What Drives Value in the Value Network? Industry Progress in the Health-Care Value Chain
What Is Value?
Who Is the Customer?
Where Are We Headed?
The Health-Care Value Chain
Hospitals
Pharmaceutical Industry
Medical Device Manufacturers
Conclusion
Chapter 7. What Drives Value in the Value Network? Industry Progress in the Industrial Value Chain
Understanding the Industrial Value Network
High-Tech and Electronics
Semiconductor Industry
Conclusion
Chapter 8. What Drives Value in the Value Network? Industry Progress in the Automotive Value Chain
Automotive Progress on the Index
Review of the Automotive Industry
Moving Forward with Project Orbit
Chapter 9. The Smoke Clears
Reflections
Joe's Story
Reflections
Appendix
The Methodology
Understanding the Financial Chain Ratios
Index Methodology
About the Author
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Supply Chain Metrics That Matter
LORA M. CECERE
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There really is a way forward from the morass of supply chain management. Entrenched behaviors are not modified easily. We have unwittingly been chasing either the wrong metrics or the right ones in the wrong combination. But Lora very convincingly shows us that one of Murphy's corollaries is not universally valid: the light at the end of the tunnel need not be the headlight of an oncoming train. Rather, we see in the distance the prizes of substantially improved performance and competitive position. Lora shows us the way to get there via one of the most creative approaches that I have had the pleasure of reviewing in a long time. That is indeed a substantive contribution.
Joe's mind was cranking on overdrive as he responded, “We have been reducing inventory over the past couple of years, but have had a tough time sustaining it.” He then shook his head side to side as he said, “I know that this is a significant cut; however, when I set a stretch goal, I have such a good team that they are able to deliver. I believe in them, and they make things happen. But, to answer your question directly, no, we have not tested to see if this goal is feasible. My thought is that by setting a stretch goal, then the team can achieve it.”
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