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The Market-Driven Supply Chain

Book 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 This practical yet expansive book helps organizations transition from outdated supply-driven processes to new market-driven models.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.

Table of Contents

  1. Cover
  2. Title
  3. Copyright
  4. Contents
  5. Foreword by Gregory P. Hackett, The Hackett Group
  6. Foreword by Lora Cecere, Supply Chain Insights LLC
  7. Acknowledgments
  8. Introduction
    1. Seven Guiding Principles of the Design of Market-Savvy S&OP
  9. Part I: Creating Vision
    1. Chapter 1: Seeing Anew from a Market-Savvy Perspective
      1. Market-Savvy S&OP Defined
      2. IBP Provides the Strategy
      3. Value Segmentation: The Preferred Method
      4. Looking Back
      5. Case Study: Sports Uniform Manufacturer
    2. Chapter 2: Competing on Time and Customer Connectivity
      1. The Five Fundamentals of a Value-Segment Strategy
      2. Portfolio Versus Segment Strategies
      3. Segment-Level Strategies for Value Chains
      4. Four Traditional Value-Segment Strategy Options
      5. New Segment Strategies
      6. Looking Back
      7. Case Study: VTech
  10. Part II: Changing Behavior
    1. Chapter 3: Managing by Analytics
      1. The 7 Characteristics of Strong Teams
      2. The 7 Characteristics of a Proper Analytic
      3. Market-Savvy S&OP, 70 Percent Analytics
      4. Looking Back
      5. Case Study: Frozen Food Producer
    2. Chapter 4: Establishing a Customer-Centric Culture
      1. Developing a Customer-Facing Organization
      2. Establishing Collaboration
      3. Driving Collegiality
      4. Designing Horizontal Management Processes
      5. Appointing Leaders with Passion
      6. Looking Back
      7. Case Study: Goodyear North American Tire (NAT) Consumer
  11. Part III: Designing New Processes
    1. Chapter 5: Designing and Implementing Collaborative Planning (Segment-Level S&OP)
      1. Design Starts with Education
      2. Design to Implement Strategy
      3. Design to Align All Planning Processes
      4. Design with Interlocking Cycles
      5. Design with Collaborative Goals
      6. Looking Back
      7. Case Study: Wright Medical Technology
    2. Chapter 6: Designing a Rate-Based Planning Process
      1. RBP Applicability
      2. RBP Versus Traditional Scheduling Methods
      3. RBP Scheduling Strategy
      4. Cycle Planning
      5. Inventory Standards
      6. Rate-Mix Planning
      7. Looking Back
      8. Case Study: Canned Food Manufacturer
    3. Chapter 7: Transitioning to a New Culture of Market-Driven Supply Chain
      1. The Transition Plan
      2. Instituting the Audits and Recognizing the Team Responsible
      3. Looking Back
      4. Case Study: Medical Technology Company
      5. Time to Start
  12. Index