The supply chain is at the heart of every successful business organization's decision-making process. This textbook explains how to create a winning supply chain management strategy by spotlighting how senior executives in European and US companies have turned their supply chains into strategic weapons designed to convert threats, risks and outside pressures into competitive advantages.
Strategic Supply Chain Management contains twenty real-world cases, all of which have been field researched by a top author team and tested out in the classroom. Each case adopts an executive leadership perspective to illuminate the real dilemmas faced by managers. The authors draw on their extensive classroom and industry experience to ensure that the writing style is geared towards an executive education readership.
This elite case package will provide a complete teaching resource and authentic learning experience for MBA and executive education classes in Supply Chain Management throughout the world.
Table of Contents
Introduction 1. Thinking Strategically about Supply Chain Management 2. The Supply Chain: Key Driver of Your Business Model 2.1. Case: Luxottica: Sustaining Growth in Challenging Times 2.2. Case: MAS Holdings: Providing Design to Delivery Solutions to the Global Apparel Industry 2.3. Case: Nestlé: Quality on the Boardroom Agenda (A) 2.4. Case: Nestlé: Quality on the Boardroom Agenda (B) 3. Handling Dilemmas in the Supply Chain 3.1. Case: Numico (A): Delivering Innovation through the Supply Chain 3.2. Case: Numico (B): Transforming the Supply Chain to Support New Realities 3.3. Case: Numico: King Project 3.4. Case: ABB Transformers 3.5. Case: Hewlett-Packard: Creating a Virtual Supply Chain (A) 3.6. Case: Hewlett-Packard: Creating a Virtual Supply Chain (B) 4. Making the Supply Chain Work 4.1. Case: Novo Nordisk Engineering: Running for Fast-track Project Execution 4.2. Case: Building Partnerships: Reinventing Oracle’s Go-to-Market Strategy 4.3. Case: LEGO: Consolidating Distribution (A) 4.4. Case: LEGO: Consolidating Distribution (B) 4.5. Case: Freqon: Buyer–supplier Evolution? 4.6. Case: Unaxis: Going Asia (A) 4.7. Case: Unaxis: Going Asia (B) 5. Sustaining Supply Chain Alignment 5.1. Case: The "mi adidas" Mass Customization Initiative 5.2. Case: Hilti (A): Gearing the Supply Chain for the Future 5.3. Case: Hilti (B): Reflections and Outlook
Carlos Cordón is LEGO Professor of Process Management at IMD, Switzerland. He is an expert on business models, value chains and process management and is the co-author of The Power of Two: How Smart Companies Create Win–Win Customer–Supplier Partnerships that Outperform the Competition (Palgrave Macmillan, 2008).
Kim Sundtoft Hald is Associate Professor in Supply Chain Management and Performance Management at Copenhagen Business School, Denmark. He has published in leading international academic journals, including Industrial Marketing Management, Management Accounting Research and Global Journal of Flexible Systems Management, and has contributed to several books, such as Leading in the Top Team: The CXO Challenge and Managing the Global Supply Chain.
Ralf W. Seifert is Professor of Operations Management at IMD and Professor of Technology and Operations Management at the College of Management of Technology at Ecole Polytechnique Fédérale de Lausanne (EPFL). He is director of the Mastering Technology Enterprise (MTE) programme and has designed and directed numerous company-specific general management programmes. Based on his work with companies, Professor Seifert has co-authored more than 30 case studies winning five case awards. He continues to actively research issues of supply chain strategy, supply chain finance and technology management and has more than 50 articles and international conference presentations to his credit