Supply Chain Networks and Business Process Orientation

With future competitive landscape shifting from competition between companies themselves to trading partner networks, understanding and mastering process design and change is more critical than ever. In order to succeed, companies are weaving their key business processes into hard-to-imitate strategic capabilities that distinguish them from their competitors. Supply Chain Networks and Business Process Orientation: Advanced Strategies and Best Practices will help you "connect the dots" by offering insights on how to achieve greater integration within your supply chain networks and realize the performance possible with today's interaction economics.

Based on exhaustive research of supply chains and newly successful networked corporations in the U.S. and Europe, the authors demonstrate how your company can be successful in building an effective supply chain network. Prescriptive benchmarking models illustrate proven strategies, tactics, and methods for achieving a superior level of supply chain perfromance.

1. Introduction
• Summary
• References
2. Business Process Orientation — From Vertical Integration to Networked Communities
• An Overview of the BPO Concept
• Functional Orientation: How Did We get Here?
• Process and Value Creation
• Business Process Orientation in the 1990s — Technology Enablement
• Business Process Orientation in the 1990s — Organizational Design
• BPO: From Concept yo Measurement
• The Impacts of BPO
• Business Process Orientation and the Networked Corporation
• Summary
• References
3. BPO and Supply Chain Performance
• Supply Chain Management and BPO
• Data Collection
• Finding the Relationships
• Relating BPO to Supply Chain Performance
• Summary
4. BPO and Supply Chain Management Maturity
• Process Maturity and SCM
• Process Maturity Concepts and Foundations
• Assessing Supply Chain Network Maturioty using BPO
• SCM Maturity Levels
• BPO Components in the SCM Maturity Model
• Using the SCM Maturity Model
• Case 1: Ad Hoc — "Shore Up the Chassis Before You Race the Car"
• Basic Process Documentation
• Basic SCM Best Practices
• Basic SCM
• Basic Process Jobs
• Basic Operations Strategy
• Conclusion
• Case 2: Defined — "Expand the Chassis and Turbocharge the Engine with Advanced Measurements"
• Basic Process Structure
• Basic Operations Strategy
• Balance is a Problem
• Case 3: Integrated — "Patch a Few Holes in the Chassis and Push to the Next Level"
• Basic SCM Jobs
• Basic SCM Measures
• Advanced Process Structure
• SCM Maturity and Business Performance
• Conclusions and the Extended Supply Chain — The Next Frontier
• References
5. The Extended Supply Chain and the Internet — The Bridge to a Supply Chain Network
• Introduction
• Background
• Scope and Organization of Our Study
• Defining the Concepts and Measures
• Internet Technology Usage
• Integrating Practices
• Measures
• Data Gathering and results
• Sample
• Analysis of Data
• Results and Findings
• Conclusions and Implications
• References
6. Interactions and Relationships in the Networked Economy
• Introduction
• Interaction Costs — Unbundling the Corporation
• More Than Just Communication
• Information Exchange and Network Alignment
• Building Stronger Network Bonds — The Ties that Bind
• Trust
• Commitment
• Cooperation
• Dependence
• Summary
• References
7. Unbundling the Corporation: A Blueprint for Supply Chain Networks
• Understanding Supply Chain Networks
• Identifying the Main Thread and Business Strategy Alignment
• Classifying the Supply CHain Players
• Tracing the Flows through the Network — Physical, Information, and Cash
• Network Dynamics — Static, Switched, and Chaotic
• Building BPO within a Supply Chain Network
• The APICS SCM Principles and BPO
• Integrating BPO with Network Design
• Build a Competitive Infrastructure
• Leverage Worldwide Logistics
• Integrating BPO with Network Operations
• Synchronize Supply with Demand
• Measure Performance Globally
• Driving Value through High BPO Maturity
• Summary
• References
8. The Challenges of Building a Networked Supply Chain
• Introduction
• The SC Network Model
• Building the Model
• Concepts and Components
• Measuring SC Network Performance
• Situational Factors
• SC Network Situational Factors — Internal
• SC Network Situational Factors — External (Environmental)
• Applying the Model
• The Focus of the Model
• Using the Model to Create Alignment with the SC Network
• Conclusions
• References

• Case 1: Herding Cats across the Supply Chain
  Ram Reddy and William C. Johnson
• Background
• Defining the Problem
• Proposed Solution
• The 800.pound Gorilla Approach — Role of the Channel Master
• Collaborative Team Approach — A Win-Win Focus
• What Happened?
• The Lessons Learned
• Case Questions
• References
• Case 2: Envera^™ — Creating Value through Supply Chain Optimization in the Chemical Industry
  Richard Chvala and William C. Johnson
• History
• Envera's Value Development and Deployment
• Explanation of Value Chain Economics
• Origin of the Envera^™ — Business-to-Business (B2B) Exchange
• Developing and Launching Envera — First Steps
• Transforming Chemical Industry Supply Chains
• Forces of Change
• Benefits of Supply Chain Etransformation
• The Challenges and Competitive Responses
• Case Study Questions
• Appendix A: Final Survey Questions
• Exhibit A.1: BPO Survey Questions
• Process View (PV)
• Process Jobs (PJ)
• Process Management and Measurement Systems (PM)
• Interdepartmental Dynamics (ID)
• Interdepartmental Conflict
• Interdepartmental Connectedness
• Organizational Performance (OP)
• Measures of Esprit de Corps
• Overall Performance (5 = Excellent, 1 = Poor)
• General Questions Needed for Analysis and Reporting of results
• Exhibit A.2: Supply Chain Assessment Survey
• Supply Chain Management
• Decision Process Area: Plan (Includes P1: Plan Supply Chain, and P0: Plan Infrastructure)
• Decision Process Area: Source (Includes P2: Plan Source)
• Decision Process Area: Make (Includes P3: Plan Make)
• Decision Process Area: Deliver (Includes P4: Plan Deliver)
• Common Themes Within Each Supply Chain Decision Process Area: Strategies, Tactics and Philosophy Components that are Common Across the Supply Chain
• Relative Performance
• General Questions Needed for Analysis and Reporting of Results
• Appendix B: Regression and Coefficient Alpha Analysis Results
• Appendix C: Extended Supply Chain vs. Internet Usage Correlation Results
• Appendix D: SC Network Model and Situational Factors — Detailed Survey Questions
• Exhibit D.1: SC Network Model Components and Outcomes — Detailed Survey Questions
• Process View (PV)
• Process Jobs (PJ)
• Process Management and Measurement Systems (PM)
• Process Structures (PS)
• Process Values and Beliefs (PVB)
• Technology Support (TS)
• Overall Performance (5 = Excellent, 1 = Poor)
• Measures of Supply Chain Network Esprit de Corps
• Internal Situational Factors — Supply Chain Network Power Measures
• Expert Power
• Referent Power
• Legitimate Power
• Reward Power
• Coercive Power
• Other Measures
• Commitment
• Conflict
• Conflict Resolution
• Cooperation
• Trust
• Performance
• Competitive Edges Survey Instrument
• External Situational Factors — (Environmental Factors)
• Market Turbulence
• Competitive Intensity
• Technological Turbulence

Aaaarrrrggg! Must books about manufacturing be so damn boring? This book tries to merge manufacturing (or as it is called today, Supply Chain) with the rest of a business (which should be done). Unfortunately, it is written from the standpoint of manufacturing people, and is extremely boring.