0104 LECT SEVEN PRINCIPLES ANGLES 10 P

0104 LECT SEVEN PRINCIPLES ANGLES 10 P - OPERATIONS AND...

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OPERATIONS AND LOGISTICS STRATEGIES. SUPPLY CHAIN MANAGEMENT. INTEGRAL LOGISTICS. ___________________________ READING: “THE SEVEN PRINCIPLES OF SUPPLY CHAIN MANAGEMENT”. __________________________ Document published exclusively for this course / seminar. It is not permitted reproduce it totally or partially without permission. Document publicat per a ús exclusiu d’aquest curs/seminari. No està permès reproduir-lo totalment o parcialment sense permís. Documento publicado para uso exclusivo de este curso/seminario. No está permitido reproducirlo total o parcialmente sin permiso. Faculty: PhD. August CASANOVAS
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“THE SEVEN PRINCIPLES OF SUPPLY CHAIN MANAGEMENT”. Resumen. To balance customers demands with the need for profitable growth, many companies have moved aggressively to improve supply chain management. Their efforts reflect seven principles of supply chain management that, working together, can enhance revenue, cost control, and asset utilization as well as customer satisfaction. Implemented successfully, these principles prove convincingly that you can please customers and enjoy profitable growth from doing so. Seven Principles 1 Segment customers based on service needs. 2 Customize the logistics network. 3 Listen to signals of market demand and plan accordingly. 4 Differentiate product closer to the customer. 5 Source Strategically. 6 Develop a supply chain wide technology strategy. 7 Adopt channel spanning performance measures.
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“THE SEVEN PRINCIPLES OF SUPPLY CHAIN MANAGEMENT”. 1 Managers increasingly find themselves assigned the role of the rope in a very real tug of war, pulled one way by customers mounting demands and the opposite wav by the company's need for growth and profitability. Many have discovered that they can keep the rope from snapping and, in fact, achieve profitable growth by treating supply chain management as a strategic variable. These savvy managers recognize two important things. First, they think about the supply chain as a whole, all the links involved in managing the flow of products, services, and information from their suppliers' suppliers to their customers' customers (that is channel customers, such as distributors and retailers). Second, they pursue tangible outcomes, focused on revenue growth, asset utilization, and cost reduction. Rejecting the traditional view of a company and its component parts as distinct functional entities, these managers realize that the real measure of success is how well activities coordinate across the supply chain to create value for customers, while increasing the profitability of every link in me chain. In the process, some even redefine the competitive game: consider the success of Procter & Gamble (see accompanying sidebar on "The Power Partnership"). Our analysis of initiatives to improve supply chain management by more than 100 manufacturers, distributors, and retailers shows many making great progress, while others fail dismally.
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