哈佛大学-供应链管理战略(Supplier chain strategy).pdfVIP

supplychainstrategy A Newsletter from Harvard Business School Publishing and The MIT Center for Transportation Logistics Dear Reader: Is there any executive position that requires adopting more roles and learning more new skills than supply chain manager? We doubt it. For this reason, this issue of Supply Chain Strategy tackles several new challenges that supply chain executives are being called upon to address today. In particular, we look at the supply chain manager’s changing role with respect to several core corporate func- tions, including innovation (“Remake Your Supply Chain to Support Innovation,” cover), decision making (“It Takes a Village to Run a Supply Chain,” page 4), and corpo- rate communications (“The Next Company Spokesperson May Be You,” page 12). In the midst of this future-looking stuff, we’ll ask you to pause and look inward. In “Strategic Sourcing Starts Here,” on page 7, Gartner Research consultants Linda Cohen and Allie Young draw from their book, Multisourcing: Moving Beyond Outsourcing to Achieve Growth and Agility, to provide you with a framework for performing a corporate self-assessment. Why in the world would you want to do that? For the good of your sourcing strategy. The essential first step to creating an approach to sourcing that serves the overall needs of the company, the authors argue, is to perform a step-by-step analysis of the state of the organization—its priorities, needs, strengths, and weaknesses. The advice they offer is targeted toward helping you build a platform for making smarter sourcing decisions. Finally, we draw on the larger resources of Harvard Business School Publishing to help you confront a univer