Supply Chain Excellence—A Handbook for Dramatic Improvement Using the SCOR Model, Second Edition |
Preface |
Introduction |
Chapter 1 |
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About the Supply Chain Operations Reference Model |
Chapter 2 |
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Building Organizational Support for Supply Chain Improvement—Planting the Seeds for Organizational Change: Educate for Support |
Chapter 3 |
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Week One—Planning and Organizing—Decide What to Work On and How to Get Started |
Chapter 4 |
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Week Two—Project Kickoff and Supply Chain Operations Reference Metrics—Get a Good Start and Begin to Define Supply Chain Metrics |
Chapter 5 |
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Week Three—Benchmarks, Competitive Requirements, and Steering Team Review Number One—Start to Put Data to Work |
Chapter 6 |
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Week Four—Scorecards—Tackle the Difference Between Competitive Requirements and Actual Performance |
Chapter 7 |
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Week Five—Initiating AS IS Material Flow and Steering Team Review Number Two—Transition from Data Collection to Analysis and Action |
Chapter 8 |
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Week Six—The Planning Process Matrix, Threa Diagram, and Metric Defect Analysis—Build a Deep Understanding of Material Flow |
Chapter 9 |
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Week Seven—Material Flow Disconnect Analysis and Steering Team Review Number Three—Add Up the Value While Getting the Whole Company Involved |
Chapter 10 |
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Week Eight—The Project Portfolio—How to Take Sixty-Two Issues Down to Fifteen Projects |
Chapter 11 |
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Week Nine—Opportunity Analysis and Steering Team Review Number Four—Due Diligence for the Project List |
Chapter 12 |
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Week Ten—TO BE Material Flow—Identify the Drivers for Change |
Chapter 13 |
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Week Eleven—Quick-Hit Plans, Steering Team Review Number Five, and Initiating the Work and Information Flow Analysis—Dig into Work and Information Flow |
Chapter 14 |
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Week Twelve—The Staple Yourself Interview—Follow the Information Step by Step |
Chapter 15 |
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Week Thirteen—The AS IS Process, Understanding Functional Responsibility, and Steering Team Review Number Six—Learn About Who Really Does What and When |
Chapter 16 |
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Week Fourteen—The Process Performance Summary—The Numbers Behind the Pictures |
Chapter 17 |
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Week Fifteen—The TO BE Work and Information Flow Blueprint and Steering Team Review Number Seven—Define How the Business Should Work |
Chapter 18 |
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Week Sixteen—Level Four Process Development—Where the Process Rubber Hits the Implementation Road |
Chapter 19 |
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Week Seventeen—Implementation Planning, Program Management, and Steering Team Review Number Eight—Organizing Supply Chain Improvement as Part of Daily Life |
Chapter 20 |
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Extending Excellence Beyond the Supply Chain—Improving the Value Chain by Analyzing Barriers to Profitable Growth |
