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Achieving Supply Chain Integration: Connecting the Supply Chain Inside and Out for Competitive Advantage

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Achieving Supply Chain Integration: Connecting the Supply Chain Inside and Out for Competitive Advantage

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About

Features

  • Master new best practices for integrating demand, supply, and partners worldwide
  • Bridge key “integration gaps” to maximise customer value and profit
  • Improve performance in areas ranging from resource availability to returns
  • From leading supply chain integration experts at the University of Tennessee’s Haslam College of Business

Description

  • Copyright 2016
  • Dimensions: 6" x 9"
  • Pages: 336
  • Edition: 1st
  • Book
  • ISBN-10: 0-13-421052-2
  • ISBN-13: 978-0-13-421052-0
  • eBook
  • ISBN-10: 0-13-420915-X
  • ISBN-13: 978-0-13-420915-9

High-Value Supply Chain Integration

New research, practical priorities, actionable solutions

  • Master new best practices for integrating demand, supply, and partners worldwide
  • Bridge key “integration gaps” to maximize customer value and profit
  • Improve performance in areas ranging from resource availability to returns
  • From leading supply chain integration experts at the University of Tennessee’s Haslam College of Business

In volatile, global environments, only well-integrated organizations can deliver superior customer outcomes and sustained profitability. Supply chain practitioners are on the frontlines of integration: they must bring together functions ranging from sales to logistics and a world of third-party suppliers. Integration is not easy, but proven solutions exist. In Achieving Supply Chain Integration, leading experts reveal what works and how to make it work.

The authors and contributors clarify what supply chain integration really means, and why it’s even more crucial than many companies realize. You’ll learn how to manage core conflicts that make integration difficult, so you can maximize value to both customers and your organization.

You’ll find example-based, research-driven insights for both internal and external integration, addressing issues ranging from culture to financial metrics. The authors share practical guidance on everything from building more innovative partner relationships to avoiding raw material shortages.

Whatever your supply chain or operations responsibilities, you need to integrate more effectively, and this guide will help you do it.

Supply chain integration can ensure a smoother, more efficient flow of products, and enable access to third-party resources and capabilities that would be costly or impossible to build internally. However, successful integration has proven challenging, especially as supply chains evolve to encompass even more external partners.

The Department of Marketing and Supply Chain Management at the University of Tennessee’s Haslam College of Business has focused extensively on researching successful integration across demand, supply, and inter-enterprise functions. Now, its pioneering researchers share indispensable new insights on making integration work throughout your supply chain.

Achieving Supply Chain Integration shows how to prioritize which processes and functions to integrate and select integration strategies likely to deliver the greatest performance benefits. Drawing on actual successes and failures, UT’s researchers illuminate best practices and common mistakes. They present proven approaches to integrating sales, marketing, core supply chain functions such as procurement and logistics, and widely diverse partner relationships.

Whether you’re a practitioner or student, this guide will help you approach integration projects with “eyes open”—so you can mitigate risks and maximize value.

  • Understanding what integration is and isn’t, and why it matters so much
  • Bridging the integration gap to maximize value creation
  • Sample Content

    Sample Pages

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    Table of Contents

    Preface    viii

    Chapter 1: Integration: What It Is, What It Isn’t, and Why You Should Care    1

    Integration and Supply Chain Management    4

    What Factors Lead to Integration?    6

    What Are Integration’s Performance Implications?    7

    Solidifying Our Understanding of Integration    8

    Toward Consensus on Cross-Functional Integration    10

    Extending Previous Definitional Work on Integration    15

    Planting the Seeds for Integration    18

    Tools Available to Managers    21

    Conclusion    24

    Endnotes    25

    Chapter 2: Bridging the Integration Gap    27

    The Difficulty in Integrating    30

    Interfunctional Bias    31

    General Methods for Overcoming Conflict Within Integration    32

    Interest-Based Problem Solving and Collaborative Communication    35

    Conclusion    45

    Endnotes    46

    Chapter 3: Maximizing Organizational Value Creation Across the Great Divide    47

    The Demand and Supply Integration Journey    50

    Four Examples of the DSI Journey    53

    Managerial Implications    68

    Conclusions    75

    About the Research    75

    Endnotes    77

    Chapter 4: The Role of Information in Internal and External Integration    79

    The Importance of IT Infrastructure Integration to Supply Chain Effectiveness    80

    The Role of Operating Models in Relation to Integration    82

    Conclusions    85

    Endnotes    88

    Chapter 5: Bending the Chain: Deriving Value from Purchasing-Logistics Integration    89

    The Surprising Challenge: Purchasing and Logistics Integration    93

    Supply and Demand Disconnects    96

    The Research: Linking Purchasing and Logistics Integration (PLi) to Improved Functional and Financial Performance    98

    Best Practices    107

    Seven Actions a Supply Chain Leader Can Take Today    118

    How High Is Your PLi?    120

    Endnotes    122

    Chapter 6: Getting Aligned: The Benefits of Integrating Market, Environmental, Social, and Political Strategies Within the Organization    123

    How Do Executives Engage in Strategic Management?    125

    The Alignment Framework    127

    Applying the Alignment Framework    129

    Integrating Market and Nonmarket Strategies    136

    Conclusion    144

    Endnotes    144

    Chapter 7: Achieving Demand and Supply Integration    147

    The Idea Behind DSI    148

    How DSI Is Different from S&OP    149

    Signals That Demand and Supply Are Not Effectively Integrated    151

    The Ideal Picture of Demand and Supply Integration    152

    DSI Across the Supply Chain    157

    Typical DSI Aberrations    160

    DSI Core Principles    164

    Critical Components of DSI    166

    Characteristics of Successful DSI Implementations    172

    DSI Summary    175

    Endnotes    175

    Chapter 8: Sell Right, Not More: Leveraging Internal Integration to Mitigate Product Returns    177

    A Returns Management Overview: Inspiring Internal Integration    178

    The Challenge of Managing Returns    190

    Thoughts and Observations    200

    Endnotes    201

    Chapter 9: Supplier Integration via Vested Relationships    203

    The Sourcing Continuum    204

    Seven Sourcing Business Models    210

    Supplier Integration via Vested Relationships    226

    Conclusion    234

    Endnotes    235

    Chapter 10: Raw Material Feast or Famine: Integrating Supply Networks to Overcome Resource Scarcity    239

    Supply Risk—It Is There, Whether You Manage It or Not    241

    Understanding the Network of Risks    242

    Managing the Network of Risks: Detection, Mitigation, and Recovery    243

    Integration as an Enabler of Continuity and Resiliency    248

    A Network Approach to Managing Supply Disruptions Through Integration    253

    Natural Resource Scarcity and the Dynamic Global Supply Network    260

    Conclusion    264

    Endnotes    265

    Chapter 11: Integrating Ideas and Environments: Blending Marketing Strategy with Context for Organizational Success    267

    The Study: Integrating Marketing Strategy with a Firm’s Internal and External Conditions    273

    Conclusion    293

    Endnotes    294

    Chapter 12: External Barriers to Integration: Tearing Down the Walls    297

    Conceptualizing Integration    300

    Defining the Types of Barriers    302

    Concluding Thoughts    311

    Endnotes    312

    Index    313

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