Diagnosing Greatness: Ten Traits of the Best Supply Chains

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J. Ross Publishing, Nov 15, 2009 - Business & Economics - 296 pages
Diagnosing Greatness is the first supply chain book targeted at all levels and functions of business management. It explains how business performance can be enhanced through a concerted effort to implement improvements across a full supply chain network. Using a significant amount of academic studies, published literature and documentation from annual global surveys among supply chain and logistics professionals conducted by Supply Chain Management Review magazine, Computer Sciences Corporation and Michigan State University, the authors combine their first-hand experiences to present a clear and impressive substantiation of what industry leading firms are accomplishing through supply chain efforts. Specifics are given across a wide variety of industries of how a limited number of firms have achieved positions of greatness as their supply chain efforts have matured and industry-best practices have emerged. 

The authors’ basic approach was to isolate the best supply chains through documented accomplishments and then diagnose what led to their superior execution. Findings enabled the authors to articulate the top ten sustainable competencies or traits of greatness that distinguish the leaders from the followers. Each chapter within this book covers a trait which firms in any business can calibrate itself against and initiate a plan for achieving similar progress. 

Diagnosing Greatness shows how to achieve the greatest return, while better satisfying investors, suppliers, business customers and consumer groups. Using many case examples and actual action stories, the authors bring a new and higher dimension to business success by explaining how to optimize the process steps across an extended business enterprise; bring value to all constituents of a business enterprise, especially the end consumer; and achieve and maintain industry best business results.
 

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Contents

Traits of the Best Supply Chains An Overview
1
Supply Chain Maturity Hypotheses Behind the Supporting Research
21
Trait 1 Supply Chain Success Starts with a Sound Strategy Supported by Solid Leadership
31
Trait 2 Focusing on Financial Impact to Achieve Superior Results
55
Trait 3 A Portfolio Approach to Innovation and Process Improvement
75
Trait 4 Selective Collaboration with Trusted Business Partners
99
Trait 5 Excellence in Strategic Sourcing
117
Trait 6 WorldClass Logistics Execution
145
Trait 8 High Customer Integration and Satisfaction
187
Trait 9 Ability to Anticipate and Manage Risk
205
Trait 10 Globally Optimized Operations Completing the Effort
221
Advice for Moving Forward
237
Bibliography
247
Glossary
251
Index
263
Copyright

Trait 7 Proficiency in Planning and Responsiveness
161

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About the author (2009)

Charles Poirier is a partner with the Strategic Services Group of Computer Sciences Corporation. He is a recognized authority on business process improvement, supply chain management, e-business techniques, and collaborative use of technology around the world. He has written seven books related to improving supply chain processes and his works have been translated into 10 languages. He is a frequent presenter at national and international conferences and meetings and a sought-after advisor for major business corporations. 

Francis Quinn is the founding editor and editorial director of Supply Chain Management Review. He has been covering the logistics and supply chain scene for more than two decades, having served for many years as editor ofTraffic Management Magazine. In addition, he has written on supply chain topics for BusinessWeek and other industry publications and was a contributor to the book Supply Chain Directions for a New North America, prepared for the Council of Supply Chain Management Professionals by Accenture. Frank holds an undergraduate degree from Boston College and a Master’s degree from the University of Missouri School of Journalism. 

Morgan Swink is Professor and Eli Broad Legacy Fellow of Operations and Supply Chain Management at the Broad Graduate School of Management, Michigan State University. He teaches in areas of supply chain management, project management, innovation management, and operations strategy. Dr. Swink is currently the Co-Editor in Chief for the Journal of Operations Management. He has co-authored two textbooks and published over 50 articles in a variety of academic and managerial journals. He holds a BS in Mechanical Engineering from Southern Methodist University, an MBA from the University of Dallas, and a Ph.D. in Operations Management from Indiana University. He consults and leads executive education workshops and seminars in supply chain integration, world-class manufacturing, project management, manufacturing flexibility, and breakthrough thinking for innovation and productivity.

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