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Strategic Supply Management by Robert Trent

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MEASURING ACROSS THE SUPPLY NETWORK

The customer service manager at a large Midwestern company could barely conceal his anger. During a meeting with a transportation buyer, he pointed to a report that showed his group was consistently falling short on its most important measure—the “order to cash” cycle time. He looked across the table and accused the buyer of being the reason for his group’s shortcoming. The buyer, by now feeling a bit defensive, responded that he was doing quite well on his performance metrics, which focused largely on transportation cost reductions. He even thought he should be congratulated! Frankly, the buyer wasn’t seeing ...

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