Rethinking Supply Chain outlines how organizations can close the gap between the supply chain capabilities they have and the supply chain capabilities they want. The supply chains built pre-covid are no longer suitable in the current volatile business environment. Rethinking Supply Chain explores why and how organizations can upgrade their supply chains to level 5 maturity, enhancing them to be more sustainable, strategy-driven and resilient. It outlines the dangers of using outdated supply chain practices, sharing what goes wrong when organizations run level 5 complexity and variability with a level 1 capability. It shows how organizations can improve their strategic planning, supply chain design, sales and operations planning and business planning processes to respond to new dynamic levels of variability and complexity. It is supported by practical frameworks and roadmaps. This book outlines why supply chain reconfiguration is needed, how to define a business case for change and the steps needed to drive effective transformation. Rethinking Supply Chain also explores how to integrate sustainability into the heart of supply chain design and operations and examines the trade-offs organizations must navigate, depending on whether they wish to be at par, differentiate or dominate on sustainability drivers.
Rethinking Supply Chain outlines how organizations can close the gap between the supply chain capabilities they have and the supply chain capabilities they want. The supply chains built pre-covid are no longer suitable in the current volatile business environment. Rethinking Supply Chain explores why and how organizations can upgrade their supply chains to level 5 maturity, enhancing them to be more sustainable, strategy-driven and resilient. It outlines the dangers of using outdated supply chain practices, sharing what goes wrong when organizations run level 5 complexity and variability with a level 1 capability. It shows how organizations can improve their strategic planning, supply chain design, sales and operations planning and business planning processes to respond to new dynamic levels of variability and complexity. It is supported by practical frameworks and roadmaps. This book outlines why supply chain reconfiguration is needed, how to define a business case for change and the steps needed to drive effective transformation. Rethinking Supply Chain also explores how to integrate sustainability into the heart of supply chain design and operations and examines the trade-offs organizations must navigate, depending on whether they wish to be at par, differentiate or dominate on sustainability drivers.
Über den Autor
Bram DeSmet is the CEO of Solventure where he helps global production and retail organizations in the domain of Strategy, Supply Chain and Operations. He is an Adjunct Professor in Operations & Supply Chain Management at Vlerick Business School, Belgium and a visiting Professor at Peking University, China. He is the author of Supply Chain Strategy and Financial Metrics and The Strategy-Driven Supply Chain, both published by Kogan Page, and is based in Deinze, Belgium.
Inhaltsverzeichnis
Chapter - 01: The imperative to rethink your supply chain; Chapter - 02: The great strategic supply chain mess up; Chapter - 03: The great operational supply chain mess up; Chapter - 04: Integrating sustainability: the triple triangle and the doughnut supply chain; Chapter - 05: Level 5 maturity capability supply chain design- strategy-driven and sustainable; Chapter - 06: Level 5 maturity capability business planning- digital, connected and value-driven Chapter - 07: Rethinking the role of supply chain; Chapter - 08: Getting started with rethinking your level 5 maturity capability supply chain
