The Market-Driven Supply Chain: A Revolutionary Model for Sales and Operations Planning in the New On-Demand Economy

Burrows Iii, Robert P.

Amacom（2012/11発売）

• 製本 Hardcover:ハードカバー版／ページ数 288 p.
• 言語 ENG
• 商品コード 9780814431634
• DDC分類 658.7

Full Description

Customer demands for individual attention and specialized products are transforming commerce at every stage—including the supply chain. Today's highstakes economy requires dynamic, market-savvy sales and operations planning (S&OP) to keep pace with accelerating service demands and response times.



It's not as daunting as it sounds with the tools, tips, and case studies in The Market-Driven Supply Chain. This practical yet expansive book helps organizations transition from outdated supply-driven processes to new market-driven models. Readers learn how to:



• Use robust analytics for conducting value segmentations and simulation analyses

• Develop a customer-centric culture and a collaborative organizational structure

• Dynamically rebalance the inventory mix to improve capacity and reduce costs

• Retool 26 management processes to achieve market-savvy S&OP



Unlike other books that focus on only supply chain strategies or S&OP or lean manufacturing, this book's sophisticated approach unifies all three areas, and it's the only one to explain how to operate in today's on-demand environment.

Contents

CONTENTS



Foreword by Gregory P. Hackett, The Hackett Group ix

Foreword by Lora Cecere, Supply Chain Insights LLC xi

Acknowledgments xiii



Introduction 1

Seven Guiding Principles of the Design of Market-Savvy S&OP 8

PART I: CREATING VISION

Chapter 1: Seeing Anew from a Market-Savvy

Perspective 11

Market-Savvy S&OP Defined 13

IBP Provides the Strategy 16

Value Segmentation: The Preferred Method 26

Looking Back 44

Case Study: Sports Uniform Manufacturer 45

Chapter 2: Competing on Time and Customer

Connectivity 51

The Five Fundamentals of a Value-Segment Strategy 53

Portfolio Versus Segment Strategies 55

Segment-Level Strategies for Value Chains 62

Four Traditional Value-Segment Strategy Options 64

New Segment Strategies 75

Looking Back 86

Case Study: VTech 87

PART II: CHANGING BEHAVIOR

Chapter 3: Managing by Analytics 91

The 7 Characteristics of Strong Teams 92

The 7 Characteristics of a Proper Analytic 100

Market-Savvy S&OP, 70 Percent Analytics 109

Looking Back 121

Case Study: Frozen Food Producer 122

Chapter 4: Establishing a Customer-Centric Culture 127

Developing a Customer-Facing Organization 128

Establishing Collaboration 133

Driving Collegiality 139

Designing Horizontal Management Processes 145

Appointing Leaders with Passion 154

Looking Back 157

Case Study: Goodyear North American Tire (NAT) Consumer 158

PART III: DESIGNING NEW PROCESSES

Chapter 5: Designing and Implementing

Collaborative Planning (Segment-Level S&OP) 165

Design Starts with Education 167

Design to Implement Strategy 171

Design to Align All Planning Processes 175

Design with Interlocking Cycles 187

Design with Collaborative Goals 193

Looking Back 196

Case Study: Wright Medical Technology 197

Chapter 6: Designing a Rate-Based Planning Process 202

RBP Applicability 203

RBP Versus Traditional Scheduling Methods 204

RBP Scheduling Strategy 210

Cycle Planning 218

Inventory Standards 223

Rate-Mix Planning 226

Looking Back 230

Case Study: Canned Food Manufacturer 231

Chapter 7: Transitioning to a New Culture of

Market-Driven Supply Chain 237

The Transition Plan 237

Instituting the Audits and Recognizing the Team Responsible 247

Looking Back 257

Case Study: Medical Technology Company 258

Time to Start 260



Index 263