Unchain Your Corporation From Supply Chains To B2b Networks

WHO IS THIS BOOK FOR? (see www.unchainyourcorporation.com for a lot more information and testimonials about this book) We are entering an era of super specialization and exceedingly targeted communication. Like other high level professionals, I cannot emphasize enough how important it is to articulate my target audience very carefully and accurately. Now there are potentially 4 scenarios. If you are the target audience, then everything ticks perfect. If you are not the target audience, but you know somebody who can possibly use the book and its core message, in which case I would encourage you to recommend the book to him/her. Alternately, you might be in a position where you are not yet in the target audience, but you are aspiring to be, in which case this book might prove valuable to you. If you are in none of those 4 positions, then regrettably this book is not going to be to your liking. So who is the target audience of this book? At Global Supply Chain Group, since our foundation in January 2000, we have worked with CEOs, boards, executives and senior decision makers in large to mid-size companies around the world, helping them achieve positive and measurable business transformations. Needless to say, our experience has entirely been with these individuals and they are the target audience for our books and intellectual property. More specifically, our ideal clients and partners as well as the ideal readers for this book would be the influential and resourceful executives, and the CEOs who expect a big positive change, a big delta in results, in profits, and revenues as a result of business transformations. Thus, these are the companies and executives who do not wish to keep asking what the next step is. They acknowledge the internal challenges and changes in the external marketplace as their first step. They understand the need for change. They are prepared to take the action. Most of them are large businesses with huge manufacturing, distribution, logistics, inventory and other physical infrastructure in their footprints. They know that a business transformation every few years is required in order to keep the business relevant with the trends in the market place, with the trends in technology, consumer taste as well as the changes in the political legal environment. They want to maximize their profitability while minimizing their risk by using a tried and tested methodology for business transformations, and they create long term partnerships with best-of-breed thought leaders and leverage those partnerships for positive business transformations over a period of time.

Those who are in a fiduciary position within a company must demonstrate adequate governance at every link of the supply chain. What are the most comprehensive means of achieving that end? Corporate Governance, Without Supply Chain Governance, Is Just An Eyewash The current corporate governance protocols were designed in a simpler era when supply chains were not this complex, and the business environment was not this volatile and uncertain. Those who are responsible for ensuring the success of business transformations are still coming to grips with the supply chain dynamics generated by all the technological and socio-cultural upheavals. Know more… A Report For The Boards of Directors, and Others Close to the Boards of Directors This report, primarily aimed at the Boards of Directors, can also be utilised by direct reports to the boards to help them ensure that business transformations do not get mired in impractical technological forays that yield little concrete positive bottom-line results. Many Business Fundamentals Will Always Remain the Same; Other Business Fundamentals Have Now Become Outdated It focuses on four key business imperatives of today that are proven success drivers of business in the 21st century, especially in the pandemic driven economic environment. Drive your business transformations with these four imperatives underlying your strategic thrust and you are likely to set up the business for success. Failing to do so, would prove to be disastrous sooner, or later. Digital Competitors Are Fast Gaining Grounds You should buy this report only if you are part of the core business transformation team, and/or close to the board of directors. This 72-page report focuses on the highest level key questions, and guidelines, and does not get mired in the details of technologies and tactics. Do not expect excruciating details, or a step by step instruction manual to business transformations. Once you become aware of the three big differences between a typical traditional corporation, and a typical digital age winning corporation, you will never think along the same lines again. You guiding principals for business transformations will evolve. Your perspective on the industrial age power structures within a traditional organisation will undergo a massive evolution. You will see the traditional industrial age practices and knowledge base in a new light, and discover how they hinder business transformations for a future age. “Groupthink” at Top is Perilous If invisible barriers and chains are holding your business transformations, and you want to cut through the morass – you will need to be able to see these barriers in the first instance. When everybody else in your company is thinking along exactly the same lines, you are unlikely to see these invisible barriers and chains. When business transformations go swimmingly well, it is not a coincidence. It is a result of having the right perspective towards the changing business landscape and fitting in your business transformation with that landscape. With over 400 projects over the last 20 years in Global Supply Chain Group, we have seen countless situations in corporations who were stuck in their business transformations journey due to an out-of-date perspective at the top. Every time we started one of these projects, adjustment of the perspective at the top was one of the key contributory factors that eventually led to success in releasing the corporation from its chains. If you are expecting an academic or a research paper this report is not for you. This is a fresh look at decade long trends, the opportunities they present at the moment, and how to open your eyes to those opportunities amidst the clutter of bad news in the popular press. Going beyond that, the report looks at the best way to take advantage of the opportunity. Unchain Your Business’ Profits There is a reason why the top end of the town is far ahead of the rest of the business world. Why Amazon grew 2144% in the same timeframe in which the rest of the retail world combined, shrank by more than 10%. Anyone can build a website, but few can build a large scale business out of a website. The underlying principles are discussed in this report. There is no reason why you cannot use exactly the same principles for any business success. for more information go to https://globalscgroup.com/product/a-fiduciary-board-report-the-future-of-business-in-the-age-of-b2b-networks/

Part of our new "Quick Notes" series - this report answers your most pertinent questions of the topic. Do not be deceived by their short nature - these notes are only 36 pages or so. But these are 45 pages of potent dynamite that will supercharge your thinking in the right direction. Included are quick notes and some of the frequently asked questions (FAQs) on supply chain finance that we have encountered in our workshops, seminars, and other forums. Here are some of the topics and questions covered in these quick notes: It takes only two years to get a masters' degree in supply chain management today. After that it takes nearly twenty years of working under the tutelage of a supply chain master to get a modicum of mastery in the discipline itself. So, why strive towards supply chain mastery? What can masters do that other supply chain professionals cannot achieve? Are there any special powers that come with that title? How to achieve supply chain mastery? Are there levels of mastery? What are the five disciplines of supply chain in which you must achieve mastery? Who grants you the title of a supply chain master? Read these quick notes to get our take on the topic.

Cut costs and control inventory an adaptive business network This book introduces the adaptive business network, a new method of business interaction that offers the ability to respond swiftly to changing market conditions, increase revenue growth, and lower overall cost. In Adapt or Die, the experts from SAP provide a thought-provoking road map to a new business world in which companies are linked together by uniform business processes and standardized software (uniform business processes and standardized software leaves me the impression of being rigid and inflexible, which is contrary to what were trying to say in the book). An adaptive business network allows companies to more precisely control inventory, quickly add or drop trading partners, and produce products and services that mirror actual customer demand. Adapt or Die explores all the vital aspects of the adaptive business network, including: The benefits for your business Ways to prepare your company Implementing the adaptive business network in four steps Its application to specific industries The changes the adaptive business network will bring to the future of business

Reinvent your supply chain from the outside in – cut costs, growth revenue and increase customer satisfaction. We are now seeing and experiencing increasing turbulence in practically all our major industries, which is leading to costly mis-alignments between suppliers and their customers/end users. The world is no longer as forgiving as it was a few decades ago. Customers going online have become increasingly demanding, and the operating environment has become exceedingly complex. This combination means that companies wishing to survive and thrive in the coming decades must transform themselves to become more agile and market responsive. The problem is: where to start this transformation journey? We all pay lip service to being customer-centric, but the reality is that most of the world’s large corporations have built up their logistics networks (and by extension their enterprise supply chains) over many years of sunk investment, pursuing the flawed philosophy of ‘one-size-fits-all’. The solution to this dilemma is the Dynamic AlignmentTM framework, which directly links the target market, to the operational strategies, internal cultural capability, and leadership styles inside our enterprise. It will help you to adopt an ‘outside-in’ perspective of our market by seeing the world through the lens of our customers; and use the insights gained in this way to reverse engineer the capabilities inside our enterprises to more precisely align with customers’ expectations. Transforming Supply Chains allows you to segment your customer’s expectations into not one, but several dominant buying behaviours. By identifying how your market is structured, you can develop matching value propositions and corresponding operational strategies for each behavioural segment identified and then use those findings to redefine the internal operating structure as well as the external supply chains. Companies already using this model have seen greater customer satisfaction, an uplift in revenue, and a reduction in costs. In some cases, companies have doubled their margins within a year. The full text downloaded to your computer With eBooks you can: search for key concepts, words and phrases make highlights and notes as you study share your notes with friends eBooks are downloaded to your computer and accessible either offline through the Bookshelf (available as a free download), available online and also via the iPad and Android apps. Upon purchase, you'll gain instant access to this eBook. Time limit The eBooks products do not have an expiry date. You will continue to access your digital ebook products whilst you have your Bookshelf installed.

Part of our new "Quick Notes" series - this report answers your most pertinent questions of the topic. Do not be deceived by their short nature - these notes are only 28 pages or so. But these are 28 pages of potent dynamite that will supercharge your thinking in the right direction. Included are quick notes and some of the frequently asked questions (FAQs) on supply chain finance that we have encountered in our workshops, seminars, and other forums. Here are some of the topics and questions covered in these quick notes: What can you learn from the best examples of five flows of supply chain management to use in your company? What are the best examples of five flows of supply chain management? How did they get where they are now? Why are five flows important? How to integrate these into your business strategy?

‘Dynamic Supply Chains is a masterpiece in the field of supply chain management’ Dr Rakesh Singh, Chairman, Institute of Supply Chain Management, India Dynamic supply chains are at the heart of your business. You need to get them right. Are your supply chains equipped to compete for a faster, more flexible future? Supply chains are not just part of your business: in many ways they are your business. They are made up of living, active people, and to really get supply chains right you need to capture the dynamism that people can bring to the flow of goods and services, both inside and outside your business. In this third edition of Dynamic Supply Chains, renowned international expert John Gattorna gives you a practical and effective new model for supply chains that will help you get closer to your customers and suppliers, and set your business on a new path to growth. John’s ‘outside-in’ philosophy is based on ‘Design Thinking’ principles, underpinned by business analytics, visualization, and the passion to get things done. This is indeed, supply chains by design.

E-logistics serves as the nerve system for the whole supply chain and enables smooth information flow within and between organizations. This contributed book focuses on the strategic role of e-logistics in today's dynamic global environment. In E-Logistics international experts from both academia and industry examine how competitiveness and productivity in transport, logistics and supply chain management can be improved using e-logistics systems and technologies. A variety of successful e-logistics business approaches are discussed covering a range of commercial sectors and transport modes. Separate chapters consider e-logistics developments for air freight; rail freight; road freight; sea transport and port systems. Subsequent chapters address in depth support systems for B2C and B2B e-commerce and e-fulfilment, warehouse management, RFID, electronic marketplaces, global supply network visibility, and service chain automation. Industry case studies are used to support the discussion. The book also investigates emerging technologies in e-logistics and considers what the future might hold in this rapidly changing and developing field.