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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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  • Copyright 2016
  • Dimensions: 6" x 9"
  • Pages: 336
  • Edition: 1st
  • eBook (Watermarked)
  • 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.

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
  • Fully leveraging information in internal and external integration
  • Driving more value by integrating purchasing and logistics
  • Aligning market, environmental, social, and political strategies
  • Achieving deeper demand/supply integration
  • Reducing product returns through better internal integration
  • Building more innovative, collaborative supplier relationships

Sample Content

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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