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Lean and Agile Value Chain Management

Lean and Agile Value Chain Management

A Guide to the Next Level of Improvement
By Ehap H. Sabri, Ph.D. and Salim N. Shaikh
Hardcover, 6 x 9, 474 pages
ISBN: 978-1-60427-025-9
January 2010

Availability: In stock

Retail Price: $54.95
Direct Price: $44.95
This book is also available for rent

Read the Reviews
“…a comprehensive study of program transformation and process redesign in the area of supply chain management, supplier relationship management and customer relationship management. The authors’ thorough examination of the ‘how to’ should be a great guide for today’s supply chain managers and senior executives.”

Manoj Kolhatkar, CEO, Tata Yazaki AutoComp Limited

“This book brings practical proven tactics and step-by-step guidance into every aspect of value chain process redesign, giving business professionals a comprehensive framework for driving out costs, improving market share, and gaining a competitive advantage.”

Michael Beitler, Ph.D., Author of Strategic Organizational Change
About the Item
One of the biggest challenges for companies in today’s competitive environment is to get products to customers when and where they need it, exactly the way they want it, with a competitive price and in a cost effective manner. Managing the value chain is becoming more complicated because of globalization, outsourcing, the need for shorter time to market, and the requirements for greater responsiveness and flexibility due to customer changes.

Although the benefits of applying lean concepts or improving the flexibility of a value chain are clear and desperately needed in today’s competitive environment, none of the current literature provides guidance on how to do this. Lean & Agile Value Chain Management fills that gap by providing a breakthrough start-to-finish roadmap for organizations to implement a lean and agile value chain transformation program successfully. It brings together the field’s latest advances and offers practical, proven tactics and detailed guidance into every aspect of value chain process redesign, including mapping the existing process, intelligently leveraging new technologies, building a strategy for strengthening the relationship with suppliers and customers, identifying comprehensive related metrics, and much more.
Key Features
  • Provides an executive review on how lean & agile value chain (LAVC) principles and enablers can help companies address today’s challenges and gain a competitive advantage
  • Gives business professionals a comprehensive framework for reducing costs and lead time, improving flexibility, eliminating non-value added activities, and optimizing the transformation program to becoming lean and agile
  • Explains how to build LAVC strategies and enable their leading-edge technologies
  • Presents strategies for senior managers to use in planning for transformation programs
  • Supplies middle managers the tools to effectively manage and implement best practices
  • Includes cases studies, industry success stories, sample project plans, and lessons learned applicable to most any industry
  • About the Author(s)
    Ehap Sabri, Ph.D, CFPIM, is a business strategist, keynote speaker, and workshop leader sought after for his expertise in strategy development and supply chain management. Dr. Sabri has held a variety of advisory roles and provided consulting services for several Fortune 100 companies. He has worked with Caterpillar, IBM, Cummins, Toshiba, Vanity Fair, and Sprint to develop and implement best-practice strategies and processes to derive value and significant cost reductions. Dr. Sabri’s book, Purchase Order Management Best Practices, is required reading in several MBA programs. He has also authored numerous book chapters and journal publications that give readers fresh insights into today’s business and economic challenges. Ehap has a doctorate in Industrial Engineering from the University of Cincinnati in Ohio. He is an adjunct professor at the University of Dallas and the University of Texas–Dallas for the MBA and Ph.D. Programs. Dr. Sabri also serves as the board president for a nonprofit public charter school. For questions, or to schedule a workshop or a training session, please contact him at sabridallas@yahoo.com.

    Salim Shaikh, CPIM, CSCP has a Master’s Degree in Industrial Engineering from Purdue University and a Master’s in Business Administration from the University of Texas–Dallas. Salim has had a distinguished academic career and has maintained a constant pursuit of academic excellence by winning several awards and scholarships. He has 12 years of professional experience in management consulting, process improvement, project management, software development, advance planning and scheduling, and e-business solutions across several industries. As a management consultant, Salim has also provided training to several Fortune 500 companies, including Texas Instruments, Daimler Chrysler, Pepsi, Dell, IBM, Toshiba, Dillard’s, Sony Entertainment, and Dole Foods, and has a proven record of success in adding value and achieving cost reductions. Currently, he holds the position of Senior Solution Architect at i2 Technologies in Dallas, Texas, which is viewed as a leader in solving supply chain and e-business problems. Salim has led training sessions and workshops on supply chain management for the faculty of the Eli Broad School of Business at Michigan State University, Smeal College of Business at Pennsylvania State University, Carey School of Business at Arizona State University, Smurfit School of Business at University College–Dublin, and the National University of Singapore. He is also a guest lecturer at the University of Texas–Dallas and the University of Dallas.
    Table of Contents

    Part I: Executive Summary

    Chapter 1: Big Picture of LAVC 
    The Wake Call to Market Reality
    LAVC Principles and Enablers
    Value Chain Processes Challenges and Solutions

    Chapter 2: LAVC Building Blocks and Maturity Levels
    Building Blocks and Evolution of LAVC 
    LAVC Maturity Levels

    Part II: Best Practice Processes 

    Chapter 3: Supplier Relationship Management Super-Process
    Introduction
    North-South and East-West Collaboration 
    SRM Challenges
    Strategic Sourcing
    Product Design
    Procurement
    Supplier Relationship Management Super-process Workflow 

    Chapter 4: Supply Chain Management Super-Process
    Introduction
    SCM Evolution
    Goal of SCM
    SCM Challenges
    Enablers 
    Strategic Management 
    Sales & Operations Planning (S&OP) 
    Demand Fulfillment
    Supply Chain Management Super-Process Workflow
    Supply Chain Management Super-Process Workflow for the Retail-Fashion Industry

    Chapter 5: Customer Relationship Management Super-Process
    Introduction
    CRM Challenges
    Evolution of CRM
    Future of CRM
    Who Is the Customer? 
    Managing Customer Relationships
    Customer Lifetime Value (CLV) 
    Marketing Management
    Selling Management
    Customer Service Management
    Customer Relationship Management Super-Process Workflow

    Chapter 6: LAVC Technology Applications and Trends
    Introduction
    New Generation of LAVC Technology Infrastructure
    SRM Enabled Software Applications
    SCM Enabled Software Applications
    CRM Enabled Software Applications

    Chapter 7: Transformation Program Cycle
    Introduction
    Aligning the Transformation Program with Corporate Goals
    Developing Vision, Objectives and Strategies of the Program 
    Process Analysis
    Selecting a Software Provider 
    Calculating ROI
    Developing Program and Projects Plans
    Project Implementation
    Updating Performance Management System (PMS)

    Chapter 8: Change Management Supported Processes
    Developing a Winning Transformation Team
    Education and Cultural Support
    Communication Management
    Tracking and Controlling
    Effective Performance Management Systems
    Closing Remarks

    Chapter 9: LAVC Transformation Case Study (Office Systems)

    Chapter 10: LAVC Success Stories and Lessons Learned
    SRM Driven Success Stories
         Success Story #1: SRM Best Practices at Emerson
         Success Story #2: Supplier Portal for GE
    SCM Driven Success Stories
         Success Story #3: Bluesalon’s Journey with LAVC Concepts
         Success Story #4: Cooper Tire Rolls Out New System for Better Demand Fulfillment 
         Success Story #5: Adtran’s Solution for Global Value Chain
         Success Story #6: Managing Sprint’s Value Chain
         Success Story #7: Global Supply Chain Management System at Fairchild
         Success Story #8: Performance Measurement Best Practices for SCM at Timken
         Success Story #9: Continental Tire Speeds Planning Cycles and Inventory Turns
         Success Story #10: Increasing Profits and Service Levels at Cementos Argos
         Success Story #11: Green Value Chain vs LAVC 
    CRM Driven Success Stories
         Success Story #12: Customer-Centric Approach Drives Global Growth for Tata Steel
         Success Story #13: Lenovo’s Superior Online Buying Experience Leads to Competitive Advantage
         Success Story #14: Whirlpool Transformation Program
         Success Story #15: The Dell Story - From Mass Customization to Mass Hybrid
    Success Story from the Service Industry 
         Success Story #16: Manara Academy Charter School Using the Balanced Score Card (BSC) 

    Index

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