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Companies that want to increase their innovativeness often copy hip start-ups by adopting agile practices like stand-up meetings. Too bad they don't really work.

COVID-19 has disrupted the global economy, and its impact shows the critical relationship between strong supply chain operations and a business's success. Supply chain planning contributes to a company's financial status, but resources are often directed toward activities and processes with few tangible results and outcomes. Supply chain executives require knowledge to effectively direct their planning activities so that results lead to better business decisions. This book offers proven, practical management frameworks to support supply chain operations management and planning in private industry. The frameworks give methodologies for organizing and managing essential activities, including supply chain strategic planning and project selection, performance measurement, and customer logistics. Written for supply chain managers, executives, and students, this book provides valuable insights, examples, and methods for managing supply chain functions and organizations. Chapter 1 discusses supply chain frameworks and why they are essential to a company's success. Using these frameworks helps businesses have a real competitive advantage. Two "linked" frameworks are given and explained: a business and supply chain planning framework and a supply chain function planning framework. When addressing supply chain function, strategic planning, tactical planning, and operational planning should all be considered, which can help align decision making. A general framework for supply chain planning and management - taking into account the previous frameworks discussed - is also provided. It shows how the planning activities of a supply chain function can be linked to the business and supply chain strategic planning process. Examples and diagrams are provided. Decision support systems and performance measurement systems are introduced. These are two important tools in planning and control processes. An outline of the rest of the book is also offered.

COVID-19 has disrupted the global economy, and its impact shows the critical relationship between strong supply chain operations and a business's success. Supply chain planning contributes to a company's financial status, but resources are often directed toward activities and processes with few tangible results and outcomes. Supply chain executives require knowledge to effectively direct their planning activities so that results lead to better business decisions. This book offers proven, practical management frameworks to support supply chain operations management and planning in private industry. The frameworks give methodologies for organizing and managing essential activities, including supply chain strategic planning and project selection, performance measurement, and customer logistics. Written for supply chain managers, executives, and students, this book provides valuable insights, examples, and methods for managing supply chain functions and organizations. This chapter explores the supply chain strategic planning process, which provides direction for the business's supply chain activities for the next few years. A framework using Analytic Hierarchy Process (AHP) is explained in detail to support the strategic planning process and can help distribute resources to projects that will support the achievement of its strategy. The AHP facilitates linkages between the supply chain's MOS and the projects necessary to execute the chosen strategies. This requires a planning team to make decisions about various factors that comprise the planning framework. These decisions then affect objectives and strategies of the mission. Proposed projects are assessed by how well they meet criteria linked to specific supply chain strategies. Project scores represent the sum total of the project's benefits in completing the mission successfully. Software packages that can process this planning framework are mentioned.

COVID-19 has disrupted the global economy, and its impact shows the critical relationship between strong supply chain operations and a business's success. Supply chain planning contributes to a company's financial status, but resources are often directed toward activities and processes with few tangible results and outcomes. Supply chain executives require knowledge to effectively direct their planning activities so that results lead to better business decisions. This book offers proven, practical management frameworks to support supply chain operations management and planning in private industry. The frameworks give methodologies for organizing and managing essential activities, including supply chain strategic planning and project selection, performance measurement, and customer logistics. Written for supply chain managers, executives, and students, this book provides valuable insights, examples, and methods for managing supply chain functions and organizations. This chapter introduces hierarchical planning and provides a rationale for using this type of planning framework. A general framework for a hierarchical supply chain planning (HSCP) system is given, outlining the operational, tactical, and strategic planning levels. A case study is reviewed, showing the benefits of integrated operations planning and scheduling over multiple functions. Individual functions of the supply chain - such as transportation, manufacturing, and distribution - can utilize a hierarchical planning framework. Examples with warehouse operations and inventory management are offered. Feedback loops from lower to higher planning levels are necessary for a successful HSCP system. The chapter concludes by addressing other benefits of the hierarchical framework approach.

COVID-19 has disrupted the global economy, and its impact shows the critical relationship between strong supply chain operations and a business's success. Supply chain planning contributes to a company's financial status, but resources are often directed toward activities and processes with few tangible results and outcomes. Supply chain executives require knowledge to effectively direct their planning activities so that results lead to better business decisions. This book offers proven, practical management frameworks to support supply chain operations management and planning in private industry. The frameworks give methodologies for organizing and managing essential activities, including supply chain strategic planning and project selection, performance measurement, and customer logistics. Written for supply chain managers, executives, and students, this book provides valuable insights, examples, and methods for managing supply chain functions and organizations. Chapter 4 offers guidance for supply chain professionals implementing appropriate supply chain risk management (SCRM) practices. Techniques to identify, classify, and evaluate risks are given. Common constructs for SCRM are reviewed, and practical frameworks and analyses are provided to facilitate decision making and management. To better address risk management, general categories of risk should be considered before focusing on particular issues, actions, and strategies. This approach requires a broad perspective of a company's SCRM process. Types of risk and three main areas from which sources of risk stem are discussed. Understanding where these risk sources are for a specific company clarifies the level of control a company has over each source. This understanding then shapes the strategies and control measures a company can implement.

COVID-19 has disrupted the global economy, and its impact shows the critical relationship between strong supply chain operations and a business's success. Supply chain planning contributes to a company's financial status, but resources are often directed toward activities and processes with few tangible results and outcomes. Supply chain executives require knowledge to effectively direct their planning activities so that results lead to better business decisions. This book offers proven, practical management frameworks to support supply chain operations management and planning in private industry. The frameworks give methodologies for organizing and managing essential activities, including supply chain strategic planning and project selection, performance measurement, and customer logistics. Written for supply chain managers, executives, and students, this book provides valuable insights, examples, and methods for managing supply chain functions and organizations. Chapter 5 discusses the importance and value of decision support systems (DSS) in facilitating planning and management actions. DSS is necessary at every level of supply chain planning - the strategic, tactical, and operational levels. The significance and power of DSS is demonstrated through three case study examples. The first examines a DSS developed to support all planning activities from short-run operational to long-run strategic. The second looks at a strategic and tactical manufacturing optimization planning DSS. The last case study explores an operational daily inventory deployment DSS and shows how a supply chain DSS is linked to the enterprise resource planning system. These three cases show how strong DSS contributes to improved customer service levels and cost savings.

COVID-19 has disrupted the global economy, and its impact shows the critical relationship between strong supply chain operations and a business's success. Supply chain planning contributes to a company's financial status, but resources are often directed toward activities and processes with few tangible results and outcomes. Supply chain executives require knowledge to effectively direct their planning activities so that results lead to better business decisions. This book offers proven, practical management frameworks to support supply chain operations management and planning in private industry. The frameworks give methodologies for organizing and managing essential activities, including supply chain strategic planning and project selection, performance measurement, and customer logistics. Written for supply chain managers, executives, and students, this book provides valuable insights, examples, and methods for managing supply chain functions and organizations. Chapter 6 explores the importance of monitoring supply chain performance. Several frameworks are provided to help companies synchronize their supply chain management plans and decisions with performance measures. One of these frameworks is a hierarchical performance measurement system. This framework houses a company's strategic, tactical, and operational supply chain performance measures, and it aligns with supply chain management activities on these three planning levels. The supply chain operations reference model (SCOR) is then offered, which aids in identifying supply chain metrics and KPIs and is based on five level one supply chain processes. By using both of these frameworks, KPIs can be linked to supply chain strategies. An approach that changes individual KPIs into a supply chain performance index is also given. This then monitors the impact of supply chain management plans and decisions over time.

COVID-19 has disrupted the global economy, and its impact shows the critical relationship between strong supply chain operations and a business's success. Supply chain planning contributes to a company's financial status, but resources are often directed toward activities and processes with few tangible results and outcomes. Supply chain executives require knowledge to effectively direct their planning activities so that results lead to better business decisions. This book offers proven, practical management frameworks to support supply chain operations management and planning in private industry. The frameworks give methodologies for organizing and managing essential activities, including supply chain strategic planning and project selection, performance measurement, and customer logistics. Written for supply chain managers, executives, and students, this book provides valuable insights, examples, and methods for managing supply chain functions and organizations. This chapter examines outbound logistics of a supply chain and the impact of various outbound logistics strategies on profitability. Outbound logistics deals with moving and storing products from the end of the production line to the end user and is essential to a supplier's customer relationship management process. If a supplier fails to provide reliable service to its retail customers, it can result in financial penalties and potentially the elimination of that supplier's products from the retailer's active product portfolio. Outbound logistics performance plays a major role in a retailer's decision whether or not to stock a supplier's products and represents a determinant of a supplier's successful supply chain and business.

COVID-19 has disrupted the global economy, and its impact shows the critical relationship between strong supply chain operations and a business's success. Supply chain planning contributes to a company's financial status, but resources are often directed toward activities and processes with few tangible results and outcomes. Supply chain executives require knowledge to effectively direct their planning activities so that results lead to better business decisions. This book offers proven, practical management frameworks to support supply chain operations management and planning in private industry. The frameworks give methodologies for organizing and managing essential activities, including supply chain strategic planning and project selection, performance measurement, and customer logistics. Written for supply chain managers, executives, and students, this book provides valuable insights, examples, and methods for managing supply chain functions and organizations. Chapter 8 starts by reviewing the main points of every chapter in the book and then offers ideas on how to implement these frameworks and tools into supply chain planning and management processes. Three questions to direct a business to next steps and to prioritize initiatives are offered for practitioners and executives to ask: where the greatest gaps are, what initiatives will have the greatest immediate impact, and what projects will have the most beneficial long-run multiplier effects. An example of framework and DSS implementation is also given. Supply chain planning frameworks, DSS tools, and performance metric systems are critical to supply chain operations excellence and represent essential management tools for a business to invest in.

Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to use expanding opportunities for customers and service providers to create value together. Frameworks and models are given for designing various kinds of service processes and knowledge-intensive services. The text also takes COVID-19 into account, offering examples of how services adapted during the pandemic. Technology-enabled innovations are also discussed, which provide flexibility in service process design and influence how service providers and customers co-produce services. Readers will learn about the important impacts these service innovations can have on benefit and cost trade-offs and synergies that determine value co-creation. Chapter 1 begins by discussing and giving examples of service processes, which are defined as transformations that convert inputs to outputs. Two familiar service processes are ATMs and self-service checkouts. These two processes are compared and contrasted, looking at benefits and drawbacks for businesses and customers concerning aspects from value to technology. Value is when benefits are seen to be greater than the costs. The chapter ends by offering an outline of the rest of the text.

Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to use expanding opportunities for customers and service providers to create value together. Frameworks and models are given for designing various kinds of service processes and knowledge-intensive services. The text also takes COVID-19 into account, offering examples of how services adapted during the pandemic. Technology-enabled innovations are also discussed, which provide flexibility in service process design and influence how service providers and customers co-produce services. Readers will learn about the important impacts these service innovations can have on benefit and cost trade-offs and synergies that determine value co-creation. Chapter 2 explores three trends that are influential in the service process design landscape: the fast pace of technology-enabled service innovation, the customer's expanded role, and service inventory's increasing use. The impact of these trends are typically linked through supporting technologies. Many examples of these trends and how they intersect are given, such as self-service technologies helping to expand the customer's role. Other examples that are examined include remote monitoring to build a database and mining social media. Service inventory is a newer concept; however, physical versions of it have existed for a while. Pre-producing according to forecasted customer demand can lead to costs of excess inventory.

Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to use expanding opportunities for customers and service providers to create value together. Frameworks and models are given for designing various kinds of service processes and knowledge-intensive services. The text also takes COVID-19 into account, offering examples of how services adapted during the pandemic. Technology-enabled innovations are also discussed, which provide flexibility in service process design and influence how service providers and customers co-produce services. Readers will learn about the important impacts these service innovations can have on benefit and cost trade-offs and synergies that determine value co-creation. This chapter discusses the overall goal of service process design: to offer a mechanism for unlocking value co-creation. Co-creation is when service providers and customers meet through the service process design and co-create value. Ideas on how to do this are provided. In order to unlock value, benefits, costs, and value calculations need to be understood from the side of the customer and the service provider. These two perspectives are discussed in depth with examples. When thinking about the customer's perspective, it is important to keep in mind trade-offs and various factors that influence a customer's assessment of the service experience. With the service provider's perspective, sources of revenues and costs should be considered. These two perspectives are then combined to co-create value.

Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to use expanding opportunities for customers and service providers to create value together. Frameworks and models are given for designing various kinds of service processes and knowledge-intensive services. The text also takes COVID-19 into account, offering examples of how services adapted during the pandemic. Technology-enabled innovations are also discussed, which provide flexibility in service process design and influence how service providers and customers co-produce services. Readers will learn about the important impacts these service innovations can have on benefit and cost trade-offs and synergies that determine value co-creation. Chapter 4 narrows its focus to knowledge-intensive services - services that are centered on information, such as health care, legal services, and technology consulting. Specific challenges that come with knowledge-intensive services are described. Four foundational activities of knowledge-intensive services are identified: service provider information processing, customer information processing, service provider-to-customer information transfer, and customer-to-service provider information transfer. Information processing and information transfer are both essential to creating value. Because of the highly customized aspect of knowledge-intensive services, close collaboration between co-productive efforts of service providers and customers is vital.

Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to use expanding opportunities for customers and service providers to create value together. Frameworks and models are given for designing various kinds of service processes and knowledge-intensive services. The text also takes COVID-19 into account, offering examples of how services adapted during the pandemic. Technology-enabled innovations are also discussed, which provide flexibility in service process design and influence how service providers and customers co-produce services. Readers will learn about the important impacts these service innovations can have on benefit and cost trade-offs and synergies that determine value co-creation. Chapter 5 looks more closely at underlying capabilities that are the source of value co-creation. The service providers and customers both contribute resources to the service process; the resources make up the capabilities in the service process design that drive value. Improving current capabilities and creating new ones means that the value from the service delivery process can rise. How to "unlock" these capabilities is discussed, including how to unlock capabilities in a firm and how service providers can unlock customer capabilities. Customers can also unlock service provider capabilities; service inventory and customer-driven service innovation are explored with this in mind. The power of service providers and customers unlocking each other's capabilities comes from the synergies reached when they work together to improve their joint capabilities.

When 2020 began, the world was literally on fire, and things got worse from there. In a wide-ranging interview, best-selling author and Harvard Business School Professor Rebecca Henderson shares key insights from her latest book, Reimagining Capitalism in a World on Fire, which was short-listed for the Financial Times Business Book of the Year Award. After describing the key changes required to the capitalist system, including 'rewiring finance', she describes what each of us can do-as an employee, a consumer and a citizen-to shape the world for the better.

The authors-senior editors at Bloomberg News and The Economist-argue that the global pandemic has laid bare the weaknesses of Western societies. In an excerpt from their book of the same title, they share part of their recipe for reform. Among their recommended reforms are 'Stop Subsidizing the Rich and the Old', 'Reinvigorate Talent' and 'Unleash Technology'. While they focus on the U.S. in the book, their wake-up call can be applied to any western nation. In the end, they say, COVID-19 gives us an opportunity to re-think the design of our entire system-something that hasn't happened in decades.

The global pandemic is changing the way we eat, work, shop, exercise, manage our health, socialize and spend our free time-and the 'low-touch economy' is here to stay. Board of Innovation co-founder Nick De Mey describes how our society and the global economy have been permanently altered by COVID-19. In a wide-ranging interview, he argues that the pandemic is shaping a new era of consumer behavior, and that successful companies will be those who adapt their business models accordingly.

Faced with pandemic-related challenges and risks, business leaders are rightly concerned about how their companies will be affected by COVID-19 over the long term and what to do next. The global CEO of Deloitte describes how five fundamental leadership qualities can lessen the impact of the global pandemic - and enable an organization to emerge stronger. They include Put Your Mission First, Design from the Head and the Heart, and Aim for Speed Over Elegance. Going forward, he says clarity of thinking and communication will be at a premium, and leaders who can best exhibit this clarity will inspire their organizations to be prepared for whatever may come.

Conventional wisdom has held that business should keep a low profile on divisive political issues. Why risk drawing the ire of politicians, pundits, customers, shareholders or employees by wading into non-business concerns? And yet 72 per cent of Walmart customers now expect it to 'take a stand on important social issues' and 85 per cent agree that it should 'make it clear what values it stands for.' The paradigm is shifting, and in today's world, business leaders need to have expertise on both 'the gridiron' and 'the pitch'. The authors provide a 'playbook' for navigating this new territory, which includes empowering your team to communicate, adopting a readiness posture and playing the long game.

The world's biggest untapped source of energy isn't the wind, water or sun. According to the authors, who hail from innovation consultancy Innosight and DBS Bank, it is the innovative energy lying dormant inside of organizations. And the time has come to harness it. In an excerpt from their book, Eat, Sleep, Innovate: How to Make Creativity an Everyday Activity Inside Your Organization, they describe five behaviors that together define an innovative culture, including customer obsession, comfort with ambiguity and empowering employees.