Supply Chain Networks and Business Process Orientation: Advanced Strategies and Best Practices

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ISBN: 9781574443271 | 1574443275
Cover: Hardcover
Copyright: 11/25/2002

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The Internet has provided the catalyst for building networks of companies that interoperate to increase customer value and competitive advantage. The horizontal integration of supply chains both internally and externally is critical and the result of applying the concepts of Business Process Organization across a network of companies. Supply Chain Networks and Business Process Orientation: Advanced Strategies and Best Practices demonstrates how companies can build successful supply chain networks. Prescriptive benchmarking models illustrate proven strategies, tactics, and methods for achieving a superior level of supply chain performance. Case studies put the models and best practices into a clear business context.

Introduction

(8)

Summary

(2)

References

(2)

Business Process Orientation --- From Vertical Integration to Networked Communities

(22)

An Overview of the BPO Concept

(2)

Functional Orientation: How Did We Get Here?

(1)

Process and Value Creation

(3)

Business Process Orientation in the 1990s --- Technology Enablement

(3)

Business Process Orientation in the 1990s --- Organizational Design

(2)

BPO: From Concept to Measurement

(2)

The Impacts of BPO

(3)

Business Process Orientation and the Networked Corporation

(2)

Summary

(1)

References

(2)

BPO and the Supply Chain Performance

(14)

Supply Chain Management and BPO

(3)

Data Collection

(1)

Finding the Relationships

(5)

Relating BPO to Supply Chain Performance

(2)

Summary

(3)

BPO and Supply Chain Management Maturity

(24)

Process Maturity and SCM

(11)

Process Maturity Concepts and Foundations

(3)

Assessing Supply Chain Network Maturity using BPO

(2)

SCM Maturity Levels

(2)

BPO Components in the SCM Maturity Model

(4)

Using the SCM Maturity Model

(8)

Case 1: Ad Hoc --- ``Shore Up the Chassis Before You Race the Car''

(2)

Basic Process Documentation

(1)

Basic SCM Best Practices

(1)

Basic SCM

(1)

Basic Process Jobs

(1)

Basic SCM Measures

(1)

Basic Operations Strategy

(1)

Conclusion

(1)

Case 2: Defined --- ``Expand the Chassis and Turbocharge the Engine with Advanced Measurements''

(1)

Basic Process Structure

(1)

Basic Operation Strategy

(1)

Balance is a Problem

(1)

Case 3: Integrated --- ``Patch a Few Holes in the Chassis and Push to the Next Level''

(1)

Basic SCM Jobs

(1)

Basic SCM Measures

(1)

Advanced Process Structure

(1)

SCM Maturity and Business Performance

(2)

Conclusion and the Extended Supply Chain --- The Next Frontier

(1)

References

(2)

The Extended Supply Chain and the Internet --- The Bridge to a Supply Chain Network

(18)

Introduction

(1)

Background

(2)

Scope and Organization of Our Study

(1)

Defining the Concepts and Measures

(4)

Internet Technology Usage

(1)

Integrating Practices

(1)

Measures

(3)

Data Gathering and Results

(4)

Sample

(1)

Analysis of Data

(4)

Results and Findings

(2)

Conclusions and Implications

(1)

References

(3)

Interactions and Relationships in the Networked Economy

(16)

Introduction

(1)

Interaction Costs --- Unbundling the Corporation

(3)

More Than Just Communication

(3)

Information Exchange and Network Alignment

(2)

Building Stronger Network Bonds --- The Ties that Bind

(3)

Trust

(1)

Commitment

(1)

Cooperation

(1)

Dependence

(1)

Summary

(2)

References

101

(2)

Unbundling the Corporation: A Blueprint for Supply Chain Networks

103

(28)

Understanding Supply Chain Networks

103

(11)

Identifying the Main Thread and Business Strategy Alignment

104

(3)

Classifying the Supply Chain Players

107

(2)

Tracing the Flows through the Network --- Physical, Information, and Cash

109

(3)

Network Dynamics --- Static, Switched, and Chaotic

112

(2)

Building BPO within a Supply Chain Network

114

(3)

The APICS SCM Principles and BPO

115

(2)

Integrating BPO with Network Design

117

(5)

Build a Competitive Infrastructure

117

(2)

Leverage Worldwide Logistics

119

(3)

Integrating BPO with Network Operations

122

(5)

Synchronize Supply with Demand

122

(3)

Measure Performance Globally

125

(2)

Driving Value through High BPO Maturity

127

(1)

Summary

128

(1)

References

129

(2)

The Challenges of Building a Networked Supply Chain

131

(16)

Introduction

132

(1)

The SC Network Model

132

(2)

Building the Model

134

(7)

Concepts and Components

134

(1)

Measuring SC Network Performance

135

(2)

Situational Factors

137

(1)

SC Network Situational Factors --- Internal

137

(3)

SC Network Situational Factors --- External (Environmental)

140

(1)

Applying the Model to an SC Network

141

(3)

The Focus of the Model

141

(1)

Using the Model to Create Alignment within the SC Network

142

(2)

Conclusions

144

(1)

References

145

(2)

Case 1: Herding Cats across the Supply Chain

147

(10)

Ram Reddy

William C. Johnson

Background

147

(1)

Defining the Problem

148

(1)

Proposed Solution

149

(1)

The 800-pound Gorilla Approach --- Role of the Channel Master

150

(1)

Collaborative Team Approach --- A Win--Win Focus

151

(1)

What Happened?

152

(1)

The Lessons Learned

152

(2)

Case Questions

154

(1)

References

155

(2)

Case 2: Envera™ --- Creating Value through Supply Chain Optimization in the Chemical Industry

157

(12)

Richard Chvala

William C. Johnson

History

157

(1)

Envera's Value Development and Deployment

158

(1)

Explanation of Value Chain Economics

158

(1)

Origin of the Envera™ --- Business-to-Business (B2B) Exchange

159

(3)

Developing and Launching Envera --- First Steps

162

(1)

Transforming Chemical Industry Supply Chains

163

(1)

Forces of Change

164

(2)

Benefits of Supply Chain Etransformation

166

(1)

The Challenges and Competitive Responses

167

(1)

Case Study Questions

168

(1)

Appendix A: Final Survey Questions

169

(16)

Exhibit A.1 BPO Survey Questionnaire

169

(6)

Process View (PV)

170

(1)

Process Jobs (PJ)

170

(1)

Process Management and Measurement Systems (PM)

170

(1)

Interdepartmental Dynamics (ID)

171

(1)

Interdepartmental Conflict

171

(1)

Interdepartmental Connectedness

171

(1)

Organizational Performance (OP)

172

(1)

Measures of Esprit de Corps

172

(1)

Overall Performance (5 = excellent, 1 = poor)

173

(1)

General Questions Needed for Analysis and Reporting of Results

173

(2)

Exhibit A.2 Supply Chain Assessment Survey

175

(10)

Supply Chain Management

175

(1)

Decision Process Area: Plan (Includes P1: Plan Supply Chain, and P0: Plan Infrastructure)

175

(2)

Decision Process Area: Source (Includes P2: Plan Source)

177

(1)

Decision Process Area: Make (Includes P3: Plan Make)

178

(1)

Decision Process Area: Deliver (Includes P4: Plan Deliver)

179

(2)

Common Themes Within Each Supply Chain Decision Process Area: Strategies, Tactics and Philosophy Components that are Common Across the Supply Chain

181

(1)

Relative Performance

182

(1)

General Questions Needed for Analysis and Reporting of Results

183

(2)

Appendix B: Regression and Coefficient Alpha Analysis Results

185

(4)

Appendix C: Extended Supply Chain vs. Internet Usage Correlation Results

189

(2)

Appendix D: SC Network Model and Situational Factors --- Detailed Survey Questions

191

(10)

Exhibit D.1: SC Network Model Components and Outcomes --- Detailed Survey Questions

191

(1)

Detailed Survey Questions

191

(1)

Process View (PV)

192

(1)

Process Jobs (PJ)

193

(1)

Process Management and Measurement Systems (PM)

193

(1)

Process Structures (PS)

193

(1)

Process Values and Beliefs (PVB)

194

(1)

Technology Support (TS)

194

(1)

Overall Performance (5 = Excellent, 1 = Poor)

195

(1)

Measures of Supply Chain Network Esprit de Corps

195

(1)

Internal Situational Factors --- Supply Chain Network Power Measures

195

(3)

Expert Power

195

(1)

Referent Power

196

(1)

Legitimate Power

196

(1)

Legal Legitimate Power

196

(1)

Reward Power

196

(1)

Coercive Power

196

(1)

Other Measures

197

(1)

Commitment

197

(1)

Conflict

197

(1)

Conflict Resolution

197

(1)

Cooperation

197

(1)

Trust

198

(1)

Performance

198

(1)

Competitive Edges Survey Instrument

198

(3)

External Situational Factors --- (Environmental Factors)

199

(1)

Market Turbulence

199

(1)

Competitive Intensity

200

(1)

Technological Turbulence

200

(1)

Glossary

201

(12)

Index

213

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Supply Chain Networks and Business Process Orientation: Advanced Strategies and Best Practices

Summary

Table of Contents

Supplemental Materials