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About the Item:
In most board rooms today, the pressure to continuously shrink the distance from gross revenue to net operating profit and consistently improve ROIC is acute. Many have realized and many more are beginning to realize that a well-integrated and managed supply chain is a major driver of continuously improving results.
Leading Effective Supply Chain Transformations clearly defines how to achieve and maintain a supply chain leadership position by focusing on real-world execution and detailed integration of specific actions and process techniques. These distinguished experts and accomplished authors have gathered the nuggets of success from many international firms and combined them into a winning formula, not available in other books, that has been achieved by the select few. This unique, how to guide brings the opportunities within the sub-processes of procurement and supply management into focus and includes both the hard side and soft side of the continuous process transformation. The practical concepts, deployment examples, and illustrations are explained with precision for ease of understanding and are tailored for application to any business environment. This no-fluff book will put money in your company coffers. In most companies, the effort to improve supply chain results has been short lived, incomplete, or sub-optimized. The most common reason is the lack of a clear understanding of what they really need to do, specifically line of sight linkage of the enterprise in the transformation process efforts to customers and shareholders. Leading Effective Supply Chain Transformations provides a credible integrated roadmap to extended supply chain and enterprise engagement, and sustainable optimized business results. It is a must read for executives, consultants and managers in all types of operations management roles, and is suitable for advanced academic courses as well. | ||||||||||||||||||||||||||||||||||
Key Features:
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About the Author(s):
William B. Lee, Ph.D., is Associate Dean for Executive Education and Professor of Management Practice in the Jesse H. Jones Graduate School of Management at Rice University. He specializes in supply chain management, business processes, and the management of change in large, complex, global companies. Prior to joining Rice, Dr. Lee was President of Oliver Wight Management Consulting and was a partner with Deloitte & Touche. At D&T, he served as Director of Supply Chain Consulting, Partner-in-Charge of the Houston Consulting Practice, Director of Change Management Consulting, and National Partner for Education and Research. He also spent 10 years on the faculty of the College of Business Administration at the University of Houston and was chairman of the Department of Systems and Operations Management.
Dr. Lee is the author of numerous books and dozens of articles and presentations. He has conducted executive education all over the world and holds a Ph.D. in Business Administration from the University of North Carolina at Chapel Hill. He also holds an MBA from Rollins College and a BSEE from Vanderbilt University. Michael Katzorke recently retired as Vice President—Supply Chain Management at Smiths Aerospace. Mike is a business process improvement professional with more than 20 years of leadership experience in operations, materials, manufacturing, quality, systems, and strategic supply chain management. Prior to joining Smiths, he was with Cessna Aircraft Company as Senior Vice President of Supply Chain Management. He has participated in and led the application of Malcolm Baldrige, Lean, and Six Sigma tools in integrated improvement processes at three Fortune 100 companies and is the co-author of the best-selling supply management book, Straight to the Bottom Line®. | ||||||||||||||||||||||||||||||||||
Table of Contents:
Chapter 1: Macro Transformative Issues and Supply Chain Disruptions Chapter 2: How Do We Know We Have Problems? Chapter 3: How Can We Convince the Organization? Chapter 4: Stop the Bleeding Chapter 5: Transformative Collaborative Supply Chains Chapter 6: Multiple Supply Chains Chapter 7: Nine Key Initiatives for Transformation Index | ||||||||||||||||||||||||||||||||||
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