Supply Chain as Strategic Asset: The Key to Reaching Business Goals (Wiley Corporate F&A)
Supply Chain as Strategic Asset: The Key to Reaching Business Goals (Wiley Corporate F&A)
Hands-on guidance for creating competitive advantages through strategy realizationHow can your supply chain create competitive advantages and help achieve business goals? Drawing from the author's abundant research and analysis, this resourceful book shows how aligning the supply chain design with business strategy helps build competitive capabilities, prioritize capital investments, and takes your firm beyond the industry best-practices to create competitive advantages, not just competitive parity. Summarizing the current literature on business and supply chain strategies, this book provides path-breaking new direction to build your own winning supply chain strategy. Real-life cases show how this strategy alignment has produced results for the most successful companies and how it can be achieved in your firm.
- An overview of the concepts of business strategy, the current thinking on supply chain strategy and why it is inadequate to drive competitive advantage through supply chain design
- Process for establishing your own supply chain strategy to build competitive advantage
- The place of technology in creating business capabilities in modern corporations and why managing technology should be a core competence and an integral part of strategy planning
- Step-by-step direction and examples for creating strategy alignment and designing a supply chain that goes beyond supporting your operations
- Case studies including Wal-mart, Cemex, Kmart, HP, Dell, and others
Consolidating the lessons learned along with implementation guidance, Supply Chain as Strategic Asset is the must-read road map for designing a supply chain that will be vital in achieving your business goals.
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Anonymous, and 
Jan Husdal are discussing.
Jan Husdal 12:35 am on December 20, 2011 Permalink | Log in to Reply
A strategy for sucess…or failure,
The supply chain is a firm’s core asset, and perhaps its most important asset, and a firm is only as good or as bad as its supply chain. In this tightly packed 300-page volume Sehgal shows how important it is to have a top-down-driven approach to supply chain management and how important it is to link strategy and execution, from the board room to the very last delivery guy.
Vivek Sehgal has a penchant for Porter’s Five Forces and Porter’s three generic strategies, which form the backbone of his theoretical underpinning. Everything new after Porter is just old wine in new bottles. His reason for liking Porter’s strategies is that they are genuinely generic. The more generic a strategy is the better it is for each firm to adapt a strategy to its own needs. Each firm must to find its own unique and specific strategy and its own and unique supply chain. That is at the heart of Sehgal’s message.
The book serves three purposes. Firstly it thoroughly explains the importance of having a clear business strategy. Secondly, it even more thoroughly explains how this business strategy must be translated into a functional strategy, which is then engraved into the supply chain using a deployment strategy.
No strategy, however brilliant, produces results unless executed. In order to accomplish the goal a strategy is meant to achieve, a strategy needs a set of key attributes: It must establish the destination. It must establish the direction. It must drive cross-functional capabilities. It must drive a feasible plan. It must be articulated. It must be adaptable. Moreover, a strategy must work on several levels, in time, in function and in impact. A strategy must work as a guiding, driving force. Many firms however, loose sight of their strategy along the way or rather, fail to align it all the way through.
This is not a book that you can pick up at the airport and read on a long-haul flight and put into action on arrival. Nonetheless, it is a book that will make you think, and start wondering whether your business strategy is really in your supply chain or whether your supply chain is actually aligned with your business strategy at all. Are you driven by your strategy or by your supply chain? It is not a handbook in supply chain management, it is a book that using countless examples and anecdotes tells you that businesses are more than their strategies, businesses are more than their supply chains. Strategies and supply chains must come together for businesses to succeed.
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Anonymous 1:35 am on December 20, 2011 Permalink | Log in to Reply
Timely,
“It goes without saying that a lot has changed and continues to change in business today. For those businesses with significant working capital commitment and risk associated with a smoothly functioning and adaptable supply chain these are challenging times. There are very few peopl who can translate the importance of a value added supply chain to a business than Mr. Sehgal. Take the translation one step further and you have manual that peels back the layers for understanding. and actionaable knowledge. Like Vivek’s previous book this is a must have on the shelf for not only supply chain executives, but those executives who want their supply chain capabilities to be competitive differentiators.”
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