Читать книгу Supply Chain Metrics that Matter - Cecere Lora M. - Страница 10

The story goes on and on. It happens over and over again in corporate America. Operational leaders, like Joe, try to do the right thing but are unable to make progress in metric performance. In this story, Joe is making the mistake of looking at metrics in isolation. He lacks a basic understanding of the interrelationship of metrics and the need to manage a balanced portfolio. This is common. Most companies lack the understanding of how to drive balance and resiliency in metrics performance and how to improve year-over-year performance.

The examples in this book are based on a variety of experiences. They do not come from one interaction, but instead are insights gleaned from working with many companies. Joe is a fictional character who is a composite of real managers. I find that the questions that different companies ask, and sometimes forget to ask, are eerily similar.

Each leader wants to draw a road map, and they want to know where they are on their journey. There is a quest for excellence, but it is amazing how often leaders do not know what good looks like. There is a lack of clarity on the end state. The alignment of metrics to improve corporate performance is easier said than done. There is a struggle to align functional silos.

Metrics That Matter is written for the Joe (or Jane) in every organization who does not want to be average. They want to excel. There is a fire in the belly to understand how operational performance affects corporate performance. They are ready to start the journey and find answers to the question, “What is possible?”