WHO IS THIS BOOK FOR? (see www.unchainyourcorporation.com for a lot more information and testimonials about this book) We are entering an era of super specialization and exceedingly targeted communication. Like other high level professionals, I cannot emphasize enough how important it is to articulate my target audience very carefully and accurately. Now there are potentially 4 scenarios. If you are the target audience, then everything ticks perfect. If you are not the target audience, but you know somebody who can possibly use the book and its core message, in which case I would encourage you to recommend the book to him/her. Alternately, you might be in a position where you are not yet in the target audience, but you are aspiring to be, in which case this book might prove valuable to you. If you are in none of those 4 positions, then regrettably this book is not going to be to your liking. So who is the target audience of this book? At Global Supply Chain Group, since our foundation in January 2000, we have worked with CEOs, boards, executives and senior decision makers in large to mid-size companies around the world, helping them achieve positive and measurable business transformations. Needless to say, our experience has entirely been with these individuals and they are the target audience for our books and intellectual property. More specifically, our ideal clients and partners as well as the ideal readers for this book would be the influential and resourceful executives, and the CEOs who expect a big positive change, a big delta in results, in profits, and revenues as a result of business transformations. Thus, these are the companies and executives who do not wish to keep asking what the next step is. They acknowledge the internal challenges and changes in the external marketplace as their first step. They understand the need for change. They are prepared to take the action. Most of them are large businesses with huge manufacturing, distribution, logistics, inventory and other physical infrastructure in their footprints. They know that a business transformation every few years is required in order to keep the business relevant with the trends in the market place, with the trends in technology, consumer taste as well as the changes in the political legal environment. They want to maximize their profitability while minimizing their risk by using a tried and tested methodology for business transformations, and they create long term partnerships with best-of-breed thought leaders and leverage those partnerships for positive business transformations over a period of time.

Those who are in a fiduciary position within a company must demonstrate adequate governance at every link of the supply chain. What are the most comprehensive means of achieving that end? Corporate Governance, Without Supply Chain Governance, Is Just An Eyewash The current corporate governance protocols were designed in a simpler era when supply chains were not this complex, and the business environment was not this volatile and uncertain. Those who are responsible for ensuring the success of business transformations are still coming to grips with the supply chain dynamics generated by all the technological and socio-cultural upheavals. Know more… A Report For The Boards of Directors, and Others Close to the Boards of Directors This report, primarily aimed at the Boards of Directors, can also be utilised by direct reports to the boards to help them ensure that business transformations do not get mired in impractical technological forays that yield little concrete positive bottom-line results. Many Business Fundamentals Will Always Remain the Same; Other Business Fundamentals Have Now Become Outdated It focuses on four key business imperatives of today that are proven success drivers of business in the 21st century, especially in the pandemic driven economic environment. Drive your business transformations with these four imperatives underlying your strategic thrust and you are likely to set up the business for success. Failing to do so, would prove to be disastrous sooner, or later. Digital Competitors Are Fast Gaining Grounds You should buy this report only if you are part of the core business transformation team, and/or close to the board of directors. This 72-page report focuses on the highest level key questions, and guidelines, and does not get mired in the details of technologies and tactics. Do not expect excruciating details, or a step by step instruction manual to business transformations. Once you become aware of the three big differences between a typical traditional corporation, and a typical digital age winning corporation, you will never think along the same lines again. You guiding principals for business transformations will evolve. Your perspective on the industrial age power structures within a traditional organisation will undergo a massive evolution. You will see the traditional industrial age practices and knowledge base in a new light, and discover how they hinder business transformations for a future age. “Groupthink” at Top is Perilous If invisible barriers and chains are holding your business transformations, and you want to cut through the morass – you will need to be able to see these barriers in the first instance. When everybody else in your company is thinking along exactly the same lines, you are unlikely to see these invisible barriers and chains. When business transformations go swimmingly well, it is not a coincidence. It is a result of having the right perspective towards the changing business landscape and fitting in your business transformation with that landscape. With over 400 projects over the last 20 years in Global Supply Chain Group, we have seen countless situations in corporations who were stuck in their business transformations journey due to an out-of-date perspective at the top. Every time we started one of these projects, adjustment of the perspective at the top was one of the key contributory factors that eventually led to success in releasing the corporation from its chains. If you are expecting an academic or a research paper this report is not for you. This is a fresh look at decade long trends, the opportunities they present at the moment, and how to open your eyes to those opportunities amidst the clutter of bad news in the popular press. Going beyond that, the report looks at the best way to take advantage of the opportunity. Unchain Your Business’ Profits There is a reason why the top end of the town is far ahead of the rest of the business world. Why Amazon grew 2144% in the same timeframe in which the rest of the retail world combined, shrank by more than 10%. Anyone can build a website, but few can build a large scale business out of a website. The underlying principles are discussed in this report. There is no reason why you cannot use exactly the same principles for any business success. for more information go to https://globalscgroup.com/product/a-fiduciary-board-report-the-future-of-business-in-the-age-of-b2b-networks/

Investment goods and services require the particular acceptance of buying, technical and strategic departments in customer organisations. The empirical evidence of large scale consumer (B2C) studies therefore bear no validity for B2B decision scenarios in large corporations. Monika Maria Möhring draws on deep insight in an industry-leading multinational corporation's automation, IT, MRO, warehousing and process innovation projects. She scrutinises the build-up and optimisation of sustainable supply relationships. This book depicts the idea, testing, and use of a comprehensive research agenda and methodology for value networks and dyads therein. It introduces a diagnostic industry-proven scorecard and highlights its application for managerial governance of strategic supply chains.

Part of our new "Quick Notes" series - this report answers your most pertinent questions of the topic. Do not be deceived by their short nature - these notes are only 36 pages or so. But these are 45 pages of potent dynamite that will supercharge your thinking in the right direction. Included are quick notes and some of the frequently asked questions (FAQs) on supply chain finance that we have encountered in our workshops, seminars, and other forums. Here are some of the topics and questions covered in these quick notes: It takes only two years to get a masters' degree in supply chain management today. After that it takes nearly twenty years of working under the tutelage of a supply chain master to get a modicum of mastery in the discipline itself. So, why strive towards supply chain mastery? What can masters do that other supply chain professionals cannot achieve? Are there any special powers that come with that title? How to achieve supply chain mastery? Are there levels of mastery? What are the five disciplines of supply chain in which you must achieve mastery? Who grants you the title of a supply chain master? Read these quick notes to get our take on the topic.

Part of our new "Quick Notes" series - this report answers your most pertinent questions of the topic. Do not be deceived by their short nature - these notes are only 28 pages or so. But these are 28 pages of potent dynamite that will supercharge your thinking in the right direction. Included are quick notes and some of the frequently asked questions (FAQs) on supply chain finance that we have encountered in our workshops, seminars, and other forums. Here are some of the topics and questions covered in these quick notes: What can you learn from the best examples of five flows of supply chain management to use in your company? What are the best examples of five flows of supply chain management? How did they get where they are now? Why are five flows important? How to integrate these into your business strategy?

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.

Cut costs and control inventory an adaptive business network This book introduces the adaptive business network, a new method of business interaction that offers the ability to respond swiftly to changing market conditions, increase revenue growth, and lower overall cost. In Adapt or Die, the experts from SAP provide a thought-provoking road map to a new business world in which companies are linked together by uniform business processes and standardized software (uniform business processes and standardized software leaves me the impression of being rigid and inflexible, which is contrary to what were trying to say in the book). An adaptive business network allows companies to more precisely control inventory, quickly add or drop trading partners, and produce products and services that mirror actual customer demand. Adapt or Die explores all the vital aspects of the adaptive business network, including: The benefits for your business Ways to prepare your company Implementing the adaptive business network in four steps Its application to specific industries The changes the adaptive business network will bring to the future of business

‘Dynamic Supply Chains is a masterpiece in the field of supply chain management’ Dr Rakesh Singh, Chairman, Institute of Supply Chain Management, India Dynamic supply chains are at the heart of your business. You need to get them right. Are your supply chains equipped to compete for a faster, more flexible future? Supply chains are not just part of your business: in many ways they are your business. They are made up of living, active people, and to really get supply chains right you need to capture the dynamism that people can bring to the flow of goods and services, both inside and outside your business. In this third edition of Dynamic Supply Chains, renowned international expert John Gattorna gives you a practical and effective new model for supply chains that will help you get closer to your customers and suppliers, and set your business on a new path to growth. John’s ‘outside-in’ philosophy is based on ‘Design Thinking’ principles, underpinned by business analytics, visualization, and the passion to get things done. This is indeed, supply chains by design.

The purpose of this book is to help you with the development and implementation of a successful End-to-End Supply Chain Management - Strategy: optimising your processes from manufacturer to retailer. This book answers four questions: - How to develop an end-to-end supply chain - strategy? - How to create the necessary supply chain infrastructure? - How to make collaboration work between the partners in the network? - How to plan and manage the supply chain flows? It will enable you to: - Systematically improve your sales productivity in the retail stores; - Enhance the operational / qualitative performance of your processes and those of your partners in the supply chain; - More effectively balance the trade off Time v Costs. This book provides you with: - A Supply Chain System - Model: a framework to develop your End-to-End Supply Chain; - 8 Strategic Building Blocks which can be used as a toolkit; - 50 Lessons Learned based on experiences from practice; - A strategic roadmap: to plan, organise, lead and control your supply chain. For whom has this book been written? This book is useful for thinkers and practitioners! For everyone who wants to learn more about supply chain management and the development and implementation of an end-to-end supply chain strategy.

The authors identify key emerging trends and drivers in supply chain management, introduce powerful new strategies for redesigning supply chains, and present comprehensive global case studies showing how Nortel and General Motors have transformed their own supply chains to optimize value and drive out costs.