Dynamic Supply Chains: Delivering Value Through People (Financial Times)

Subtitle: Delivering value through people

Edition: Second Edition

Author - John Gattorna

Imprint: Financial Times Prentice Hall

[Front cover]

‘Leading-edge thinking in designing end-to-end supply chains.’

Deon van As, VP, Brewery Operations, Miller Coors, USA

[ BACK JACKET ]

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 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.

‘This book will help companies move quickly from crisis mode to growth mode.’

Roger Crook, CEO, DHL Express Americas, USA

‘A must-read, not only for supply chain managers but for every senior executive from the C-suite down. This book is terrific.’

Yoram (Jerry) Wind, The  Lauder Professor of Marketing, The Wharton School, University of Pennsylvania, USA

‘My best ever read on the topic.’   

Shekar Natarajan, Director of Supply Chain, Pepsi Bottling Group, USA    

‘John Gattorna is one of the global thought leaders in supply chain management.’

Paul W. I. Bradley, Chairman and CEO, Caprica International, Singapore

[ FRONT FLAP ]

HOW TO GROW YOUR BUSINESS WITH DYNAMIC SUPPLY CHAINS

Supply chains are at the heart of competitive advantage in business today. If you manage your supply chains successfully, you will be able to deliver your products and services to your customers in a smart, cost-effective way. And the key to successful supply chain management is recognizing that supply chains are so much more than warehouses, transport and technology. In fact it’s people who really drive the dynamic supply chains that are at the heart of your business, and to make the most of them and deliver what your customers want, when they want it, you need John Gattorna’s new dynamic alignment model.

This new edition of Dynamic Supply Chains, formerly called Living Supply Chains:

• Goes beyond logistics, operations and procurement to include the real drivers of dynamic supply chains - the people who run them

• Is updated to include the impact of the recession plus five new chapters, including creating appropriately aligned strategies; new and efficient organization designs; and the ‘forgotten half of the equation’, supply-side supply chains

• Shows you how you and the whole leadership team can drive the activity necessary to create a truly customer-focused business

• Includes diagnostic tools to help you assess how aligned your business and supply chains are with your markets and customers

 [ BACK FLAP ]

[new author photo].

About the author

John Gattorna has been working in and around corporate logistics networks and   supply chains for over two decades. In the late 80s, disenchanted with the lack of predictive power in the logistics theories and practices of the day, he set out to find a new business model that would better inform the design and operation of enterprise supply chains. And he succeeded. It has taken a lot of field work to uncover the secret sauce he was looking for, but the results of this journey are fully documented in this, his latest book.

Those familiar with John’s work freely acknowledge that he is one of the most influential contemporary ‘thought leaders’ working in the supply chain domain. Indeed, many of the best global companies have already begun to adopt his ‘dynamic alignment’ model, with significant positive results: a doubling of margins;  big increases in sales revenue through increased customer satisfaction; lower cost-to-serve across the board as a result of identifying and eliminating unnecessary over-servicing. John’s books have been translated into Chinese, Russian, Spanish, Portuguese, and Italian.

Apart from being a prolific writer on the subject, John teaches at several universities around the world, speaks regularly at international conferences, and advises boards and the C-suite of several multi-national companies on how to apply alignment principles to their businesses. He lives in Sydney, Australia, is married, and has two  sons and four grandchildren.

****

Previous books by the author

Living Supply Chains, First Edition, 2006, Financial Times Prentice Hall

Dynamic Supply Chain Alignment, 2009, Gower

Martin Christopher, Professor of Marketing & Logistics, Cranfield School of Management

Supply chains are at the heart of competitive advantage in business today. If supply chains are managed successfully, companies will be able to deliver their products and services to customers in a smart, cost-effective way.

The key to successful supply chain management is recognising that it’s people who really drive the living supply chains that are at the heart of businesses. Supply chains are powered by the energy and expertise of employees and suppliers and by the changing wants and needs of customers. John Gattorna calls this principle of matching changing customer needs and desires with different supply chain strategies  dynamic alignment.

To secure space in a new market, to grow or keep existing markets companies have to get their products out there faster. They need to be the first with new products and services and the first to match them with particular customer groups. The dynamic alignment model gives a structured way of linking customer expectations to the operational side of business while maintaining the flexibility to systematically modify fulfilment processes as customers inevitably change their buying preferences.

Ch.1:  A new model for new times

           (existing chapter to be front-ended with a discussion on the impact of recessionary conditions on enterprise chains; the concept of a new model (dynamic alignment) and a new philosophy, first introduced in the 1st edn, will be sharpened).

Ch.2   Customer conversations

          (this chapter will remain largely as is, but further refinements made and updated examples given. The need to get your customer segmentation right will be emphasized. Material on ‘reverse’ alignment will be removed to Ch.11).

Ch.3   Designing appropriate strategies

            (this will be a new chapter aimed at explaining that the most appropriate strategies flow directly from understanding your customers’ buying behaviours. Compare these with your actual strategies and you start to see where the gaps are and why performance is being impaired).

Ch.4    Implementing a multiple supply chain configuration

          (this will largely be the same as  Ch. 3 in the 1st edn, but with updated examples).

Ch.5   Leading from the front

          This chapter will be substantially the same as Ch.4 in the 1st edn, but new material on some of the world’s leading supply chains added to emphasise the point that leading companies have leading-edge supply chains).

Ch.6   New organization designs for enterprise supply chains

          (this is a new chapter which addresses a vital area of supply chain performance, which is largely being ignored by management and theorists).

Ch.7   Continuous replenishment supply chains

            (mimimal change to what was Ch. 5 except for the discussion on OD which moves into Ch.6. New examples added as appropriate.Sustainability and CSRwill also be addressed in this chapter, and then be mentioned only in passing in  Ch. 13 ).

Ch.8   Lean supply chains

            (minimal change to what was Ch.6 except for the discussion on OD which moves back to Ch. 6. New examples added as appropriate).

Ch.9   Agile supply chains

            (minimal change to what was Ch. 7 except for the discussion on OD which moves back to Ch. 6. New examples added as appropriate and the concept of ‘Fast Fashion’ introduced).

Ch.10  Fully flexible supply chains

            (minimal change to what was Ch.8 except for the discussion on OD which moves back to Ch. 6. New examples provided on the ‘Humanitarian’ supply chain version of FF supply chains).

Ch.11  Supply-side supply chains- the forgotten other half

          (This is an entirely new chapter that addresses how Procurement and Strategic Sourcing must also be aligned with the Supplier base, which itself should be segmented along behavioural lines; global examples provided. The chapter will also introduce the notion of ‘Hybrid’ supply chains, and Reverse supply chains).

Ch.12  New outsourcing models for new supply chains

            (This chapter will be slightly re-configured in light of experience over the last 4 years, but much of the material will be the same. New updated examples will be provided).

Ch.13  Delivering Living Supply Chains

            (this chapter will be an update of the forecasts made in the original Ch.10 in the 1st edn. It will be good to see how the original forecasts stacked up against what actually happened, and to identify any new ‘Exocets’ coming our way. Added emphasis will be given to ‘Disruption’ and ‘Innovation’.)

Last Word

            (this will simply be updated)

Appendices

1A:  Delete

2A:  keep as is and perhaps add a few new examples

2B:  keep as is

2C:  Delete existing content and replace with a Questionnaire Guide

2D:  keep largely as is

3A:  provide a new example

3B:  keep as is

3C:  keep largely as is

3D:  keep largely as is

4A:  delete

5A:  keep as is

5B:  keep as is

5C:  keep as is

Summary of page changes

Ch. 1           +  5 pages

Ch. 3           +  6 pages

Ch. 6           + 10 pages

Ch. 11         + 10 pages

Append 1A  -14 pages

Append 2C  + 1 page

Append 4A  - 7 pages

Net effect      +11 pages