Purchased goods and services are an increasingly large proportion of public and private enterprise budgets. Historically, purchased goods and services have accounted for less than a third of an enterprise's budget, but today many enterprises spend more than two-thirds of their budgets on purchased goods and services. Similarly, the Air Force and the Department of Defense (DoD) spend nearly half their budgets for purchased goods and services and an additional sixth on weapon procurement (with only a third going to military and civilian personnel costs). (See pp. 1-6.) Because of the growing importance of purchasing, many enterprises have sought to develop supply strategies for their purchased goods and services. This monograph is intended as a resource for procurement personnel developing supply strategies for the Air Force or DoD. It does not analyze current military procurement practices but rather synthesizes academic, business, and professional literature on developing and applying supply strategies. Its core is a synthesis of nearly a dozen different processes found in the literature.

John Gattorna and Deborah Ellis are long-term collaborators on the design and management of enterprise supply chains. Dr John Gattorna has been one of the most influential voices in the development of the modern supply chain. His long-held vision of the supply chain as the central nervous system of an organisation and as a major source of competitive advantage if done well has inspired both supply chain professionals and CEOs. To support this vision, he has led the development of frameworks and tools to guide design using customers as the sole frame-of-reference, thus ensuring precise alignment between enterprise supply chains and the markets/customers they serve.In 2018 John was awarded the Council of Supply Chain Management (CSCMP) Distinguished Service Award for his contribution to the profession, and in the same year was inducted into the CSCMP Hall of Fame. Deborah Ellis has consulted with leading companies for over 20 years on logistics and supply chain strategy. Like John Gattorna, the emphasis of her work has been on developing tailored supply chains that generate market advantage. She has worked with him, and partnered with clients, to apply, refine and extend the frameworks and methodologies that simplify the supply chain task, while generating value for the customer and the business. Since 2017 they have together presented the Global Supply Chain Thought Leadership Retreat Series for senior supply chain executives in the Asia Pacific, South Africa and Europe. These by-invitation-only events have been very well received, and this book has evolved from the research and discussions associated with those events.

The managed flow of goods and information from raw material to final sale also known as a "supply chain" affects everythingâ€"from the U.S. gross domestic product to where you can buy your jeans. The nature of a company's supply chain has a significant effect on its success or failureâ€"as in the success of Dell Computer's make-to-order system and the failure of General Motor's vertical integration during the 1998 United Auto Workers strike. Supply Chain Integration looks at this crucial component of business at a time when product design, manufacture, and delivery are changing radically and globally. This book explores the benefits of continuously improving the relationship between the firm, its suppliers, and its customers to ensure the highest added value. This book identifies the state-of-the-art developments that contribute to the success of vertical tiers of suppliers and relates these developments to the capabilities that small and medium-sized manufacturers must have to be viable participants in this system. Strategies for attaining these capabilities through manufacturing extension centers and other technical assistance providers at the national, state, and local level are suggested. This book identifies action steps for small and medium-sized manufacturersâ€"the "seed corn" of business start-up and developmentâ€"to improve supply chain management. The book examines supply chain models from consultant firms, universities, manufacturers, and associations. Topics include the roles of suppliers and other supply chain participants, the rise of outsourcing, the importance of information management, the natural tension between buyer and seller, sources of assistance to small and medium-sized firms, and a host of other issues. Supply Chain Integration will be of interest to industry policymakers, economists, researchers, business leaders, and forward-thinking executives.

Supply Network Strategies deals with how companies activate relationships with suppliers in order to become more efficient and innovative. In recent years, increasing emphasis has been placed on the ways in which these relationships link companies in supply chains and networks.

"Companies of all sizes are seeking to transform their procurement and supplier relationship management processes: activities that have a tremendous upside potential for improved supply chain effectiveness and efficiency. Now, two leading consultants and researchers offer a comprehensive approach to creating customer value through strategic sourcing and procurement. Unlike texts focused primarily on day-to-day operations and tactics, Delivering Customer Value through Procurement and Strategic Sourcing focuses on helping senior executives and managers gain sustainable competitive advantage from their supply chains."--Publisher's website.

Unlike other strategic procurement guides, Lean Supply Chain Management considers an organization's "business condition" as a contributing factor in the development of a strategic procurement strategy. That is, rather than taking a "one-size fits all" approach, the author's more individualized approach illustrates techniques specific to organizations operating in a standard or crisis environment. Highlights include: Methods for developing and tracking strategic procurement initiatives. Planning in the "standard" and "crisis" environments. Coordinating supply chain management and lean manufacturing. Performance measurement tools. Lean Supply Chain Management provides purchasers and supplier development professionals with the tools needed to transform procurement from a mere cost center to a profit generator.

This book traces the development of purchasing and supply management from its origins as a tactical commercial function into a key strategic business process.

Agile, strategic supply chain management is a key competitive necessity in today’s no-room-for-error business arena. And few organizations have acquired more knowledge—and demonstrated better results—than the team at global management consultancy Pittiglio, Rabin, Todd, and McGrath (PRTM). In the breakthrough reference Strategic Supply Chain Management, two of PRTM’s leading consultants in this practice explain everything that corporate decision-makers need to know to create value and competitive advantage from their supply chains.

The authors review Air Force purchases of "low-demand" parts, analyzing how much the Air Force spends on such parts and the types of parts that have a low demand. They then identify and synthesize best commercial purchasing and supply chain management practices used for developing supply strategies for such items, concluding with recommendations for the Air Force to improve its supply strategies for such items.

Recent research has documented that companies are pursuing a variety of strategies to enhance supply-chain resilience. This paper examines how managers actually think about resilience strategies, and then analyzes the relationship between operations, supply-chain characteristics, and the implemented strategies.We define a “Triple-P” framework that matches resilience strategies to supply-chain archetypes by examining Product, Partnership, and Process complexity based on interviews of senior supply-chain executives. These interviews revealed two major influencers of resilience strategy, i.e., Homogeneity of internal supply-chain processes and Integration with other actors in their end-to-end supply chains. We found that the supply chains have different resilience requirements, have different ways to achieve resilience (which we conceptualize as “bespoke supply-chain resilience”), and face different obstacles to resilience. This study aims at initiating a dialogue between supply-chain scholars and practitioners to support more research for developing an effective supply-chain resilience strategy.