7 Principles of supply chain.pdfVIP

VISION EXECUTION PROGRESS FUNDAMENTALS TECHNOLOGY 00010 1 0 1 0 10101 0 0 1 0 1 0 0 0 1 0 0 1 0 1 0 0 1 0 0 1 0 1 0 1 0 1 0 0 0 0 1 0 0 0 1 0 1 0 0 1 1 0 0 1 1 0 0 NNIVERSA 1 1 A R Y 0 I 0 S 1 1 S U 0 0 E 0 1 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0 0 1 1 01010 1 0 0 0 01010 The Best of Supply Chain Management Review The Principles of Supply Chain David L. Anderson, Frank F. Britt, and Management Donavon J. Favre When this article was published, David L. Anderson and Donavon J. Favre were consultants in Andersen Consulting’s anagers increasingly ? nd themselves assigned the Strategic Services Logistics Practice. role of the rope in a very real tug of war—pulled Frank F. Britt, an alumnus of that one way by customers’ mounting demands and the 7 practice, was Vice President of Marketing Mopposite way by the company’s need for growth and Merchandising at Streamline Inc. and pro? tability. Many have discovered that they can keep the rope from snapping and, in fact, achieve pro? table growth by treating supply chain management as a strategic variable. These savvy managers recognize two important things. First, The most requested article in the they think about the supply chain as a whole—all the links 10-year history of Supply Chain involved in managing the ? ow of products, services, and infor- mation from their suppliers’ suppliers to their customers’ cus- Management Review was one that tomers that is, channel customers, such as distributors and appeared in our very first issue retailers . Second, they pursue tangible outcomes—focused on in the spring of 1997. Written by revenue growth, asset utilization, and cost. Rejecting the traditional view of a company and its compo- experts from the respected Logistics nent parts as distinct functional entities, these managers realize practice of Andersen Consulting now that the real measure of success is how well activities coordi- Accenture , “The Seven P