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The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 11 discusses leaders as producers, those who execute on goals and objectives, drive results, and use feedback and experience to inform decisions. They need to not only create a compelling vision and strategy but also deliver the expected outcomes. Qualities of an effective leader as producer are described, such as efficiency, resourcefulness, and the ability to solve problems. Other areas in order to be a good producer are explored, including being a responsible leader, managing and delegating effectively, and analyzing critical data and information. This chapter also looks at how a leader can develop this competency of also being a producer, including how to execute on goals and objectives and how to drive tangible outcomes. A discussion of various actions a leader as producer can take is also offered. Anyone at any level of an organization can be a leader as producer.

The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 12 offers a summary of how leadership has changed in recent years. The ten competencies outlined throughout the book are suggestions on how to effectively lead in these fast-paced times when everything seems to be out in the open. Leaders need to be effective communicators, embrace differences, produce results, create processes for sustainable success, and participate in recruiting and retaining talent. The best leaders are humble enough to accurately self-assess. They confront their own competencies, seek feedback, delegate, and empower those around them. Ultimately, leaders should be life-long learners and continuously challenge their leadership assumptions, practices, and behaviors.

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.

A business's purpose is to serve its customers, and that means taking risks sometimes. One of these risks is losing money in lawsuits, which could be filed by employees, customers, or anyone else who was negatively impacted by the business. Insurance offers protection against these liabilities to a degree; nevertheless, lawsuits will still hurt the business in some way. This text looks at economic damages and its role in insurance claims, lawsuits, and injunctions against businesses. Readers should be able to understand economic damages as an aspect of business liability, outline business risks posed by economic damages, describe key determinants of economic damages, and estimate economic damages and business loss. While this book gives a broad overview of the connection between business liability and economic damages, it could not possibly cover all the issues that can arise; however, it will be of benefit to business owners, managers, students, lawyers, and economists who deal with business liability and liability cases. Chapter 1 offers an explanation of business liability generally. Liabilities are debts or obligations owed to others; in a business context, this can include loans and obligations in business contracts. Sources of business liability include owners, employees, customers, government, the public, and other businesses. The idea of social contracts is also discussed and is defined as an idea or framework that serves to define and limit the rights and responsibilities of society's members. Insurance as a solution to unexpected liabilities is explained. The insurer has an obligation to the business, and per the social contract, businesses have an obligation to society. Business liability can negatively impact innovation and economic growth, so in the United States, financial liability has been capped for each corporation.

A business's purpose is to serve its customers, and that means taking risks sometimes. One of these risks is losing money in lawsuits, which could be filed by employees, customers, or anyone else who was negatively impacted by the business. Insurance offers protection against these liabilities to a degree; nevertheless, lawsuits will still hurt the business in some way. This text looks at economic damages and its role in insurance claims, lawsuits, and injunctions against businesses. Readers should be able to understand economic damages as an aspect of business liability, outline business risks posed by economic damages, describe key determinants of economic damages, and estimate economic damages and business loss. While this book gives a broad overview of the connection between business liability and economic damages, it could not possibly cover all the issues that can arise; however, it will be of benefit to business owners, managers, students, lawyers, and economists who deal with business liability and liability cases. Chapter 2 discusses economic losses that businesses might be liable for as well as other economic concepts. Three ways that economic loss can happen are described: prevention of goods production by businesses, prevention of the distribution of produced goods to consumers, and prevention of consumption of goods received by consumers. The general concepts of economic opportunity and economic loss are explained, and several different types and examples are given, such as competitive markets, employment and pensions, and intellectual property. Goods consumption is described along with utility - the usefulness of the product itself or of the consumption. Four utility principles are proposed and explained in terms of society's utility function. Social economic loss is any lowering of society's utility. Several market principles are discussed, which are useful in estimating business liability.

A business's purpose is to serve its customers, and that means taking risks sometimes. One of these risks is losing money in lawsuits, which could be filed by employees, customers, or anyone else who was negatively impacted by the business. Insurance offers protection against these liabilities to a degree; nevertheless, lawsuits will still hurt the business in some way. This text looks at economic damages and its role in insurance claims, lawsuits, and injunctions against businesses. Readers should be able to understand economic damages as an aspect of business liability, outline business risks posed by economic damages, describe key determinants of economic damages, and estimate economic damages and business loss. While this book gives a broad overview of the connection between business liability and economic damages, it could not possibly cover all the issues that can arise; however, it will be of benefit to business owners, managers, students, lawyers, and economists who deal with business liability and liability cases. This chapter explains compensation for economic loss and how to roughly calculate how much compensation a business may face. Transfers implied by compensation and the role of markets in achieving transfers are both important aspects to consider. The court's approach to loss compensation and its connection to market principles are discussed. The best possible compensation rule for the courts might ideally maximize social utility. Courts could also learn something about compensation from markets as an economic institution. The market approach to loss compensation is described, and examples are given. Various market principles are used extensively in order to develop formulas for market prices, which can then be used to determine compensation for economic loss.

A business's purpose is to serve its customers, and that means taking risks sometimes. One of these risks is losing money in lawsuits, which could be filed by employees, customers, or anyone else who was negatively impacted by the business. Insurance offers protection against these liabilities to a degree; nevertheless, lawsuits will still hurt the business in some way. This text looks at economic damages and its role in insurance claims, lawsuits, and injunctions against businesses. Readers should be able to understand economic damages as an aspect of business liability, outline business risks posed by economic damages, describe key determinants of economic damages, and estimate economic damages and business loss. While this book gives a broad overview of the connection between business liability and economic damages, it could not possibly cover all the issues that can arise; however, it will be of benefit to business owners, managers, students, lawyers, and economists who deal with business liability and liability cases. Chapter 4 explores when the evidence is unclear concerning whether or not claims of economic harm are valid. Evidence as seen by the insurer is discussed. Liability insurance is specifically described as well as insurance regulation. When it comes to the court, evidence may be seen differently. Courts have standards of evidence, which are a part of procedural law. These standards assess economic harm, just as insurance regulation does. Once a business is found liable for economic loss imposed on others, the dollar amount of economic loss must be determined by evidence. This chapter describes what that might look like with insurance and the courts, and it gives formulas and examples to further explore evidence and economic damages. Evidence may come in the form of statistics, which can be used to discover fault for some action. Taxes and economics expert witnesses may also play a role.

A business's purpose is to serve its customers, and that means taking risks sometimes. One of these risks is losing money in lawsuits, which could be filed by employees, customers, or anyone else who was negatively impacted by the business. Insurance offers protection against these liabilities to a degree; nevertheless, lawsuits will still hurt the business in some way. This text looks at economic damages and its role in insurance claims, lawsuits, and injunctions against businesses. Readers should be able to understand economic damages as an aspect of business liability, outline business risks posed by economic damages, describe key determinants of economic damages, and estimate economic damages and business loss. While this book gives a broad overview of the connection between business liability and economic damages, it could not possibly cover all the issues that can arise; however, it will be of benefit to business owners, managers, students, lawyers, and economists who deal with business liability and liability cases. Chapter 5 expands on the previous chapter and discusses cases where losses are suffered by workers or the families of someone who was wrongfully injured or killed. Business liability includes situations where a business causes someone to lose economic opportunity; one of these opportunity losses is the opportunity to work. In terms of personal injury cases, worklife expectancy needs to be taken into account. A formula for expected worklife is given as well as formulas to compare worklife expectancy with life expectancy and worklife expectancy with healthy life expectancy. The idea of worklife capacity is also discussed. Household services must be considered as well when calculating overall economic loss and damages. For example, if the injury prevents someone from being able to perform regular house or yard work, it may add to the damages for which the business is liable. In wrongful death cases, personal consumption is another factor.