Foreword xi
 
Preface xiii
 
Acknowledgments xvii
 
Chapter 1: Change Is Inevitable, Growth Is Optional 1
 
Globalization Changes the Game 3
 
Paradigms Drive Organizational Behavior and Culture 5
 
Assessing Your Company's Culture 7
 
Levels of Cultural Maturity 9
 
Building a Case for Change 14
 
Paradigms Can Encourage or Constrain Innovation 16
 
Notes 18
 
Chapter 2: Putting the Business in Perspective 19
 
Defining and Understanding Business Objectives 21
 
Defining the Business within the Context of the Market 24
 
Developing Your Vision 25
 
Adding SWOT Analysis Puts the Business in Perspective 29
 
Principle of Creative Tension 32
 
Notes 34
 
Chapter 3: Market Drivers and the Dynamics of Change 35
 
Supply Chain Is Marketing: A Tool for Analyzing the
 
Market Environment Impacting the Supply Chain 38
 
Scanning the Market Environment for Drivers of Change 40
 
Systems Thinking: Your Strategy for Managing in a Changing Market 43
 
Notes 52
 
Chapter 4: Business Structures Are the Levers of Change 53
 
You Can't Break Down the Silos: Collaboration Is the Key 54
 
Understanding the Business Structures and Processes That Govern the Behavior of the Organization 57
 
Vertical and Horizontal Business Structures and Drivers 58
 
Everything That Gets Done Gets Done through a Process . . . Business Process Management 60
 
Chapter 5: If You're Driven by Demand, You're Probably Being Driven Crazy 69
 
What Are the Demand Creation Structure Process Types? 73
 
Demand Creation Processes Impact Demand Fulfillment Behavior Dramatically 76
 
Guess What? The Forecast Is Wrong, Deal with It 79
 
Forecasting Is as Much about Art as It Is about Science 82
 
Event-Driven Forecasting Is a Best Practice Imperative 84
 
Extend Collaborative Processes to the Customer (and Supplier) 86
 
Note 89
 
Chapter 6: Supply Chain Management: A Pipeline of Opportunity 91
 
Understanding the Demand Fulfillment Structure 92
 
Major Operating Functions of the Demand Fulfillment Structure: Procurement, Production, and Logistics 94
 
Lean Six Sigma Is Not an Option--It's a Requirement 99
 
Leveraging Supply Chain Capability for Synchronization: Strategy, Planning, and Execution 103
 
Notes 119
 
Chapter 7: Okay, We Need Management Commitment; So, How Do We Get It? 121
 
Understanding the Demand Performance Structure 122
 
You Can't Manage What You Can't Measure 125
 
Process Types That Drive the Demand Performance Structure 130
 
What Keeps the CEO and CFO Up at Night? 131
 
How Does Operations (Supply Chain) Excellence Impact the Income Statement and Balance Sheet to Drive Return on Invested Capital? 134
 
Notes 140
 
Chapter 8: Technology Drives the Waves of Change 141
 
Scanning the Horizon for Technology Developments 142
 
What Emerging Technologies Are Likely to Impact the Supply Chain? 143
 
How Does Technology Impact the Organization? 147
 
How Can Information Technology Enable Business Operations to Maximize Return? 149
 
Chapter 9: Making the Journey Happen 153
 
We Got Management Commitment, What Do We Do Now? 154
 
Developing an Operating Plan and Creating a Culture for Change 154
 
Benchmarking: Perception versus Reality 161
 
How Do We Eat the Elephant? Identifying Projects and Setting Priorities 162
 
Jump on the Bandwagon: Communicating the Game Plan and Building Operations Support 166
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