Description
Book SynopsisRichard Lloyd is Associate Director of the Supply Chain Centre of Excellence at TATA Consultancy Services, Mumbai. The author has worked for lots of international companies designing and managing supply chains such as NOKIA, where he was responsible for driving their global supply chain. He is a visiting lecturer at Cranfield University, Bedford, UK.
Trade Review"Homes in on the nature of the organizational challenges facing practitioners when implementing integrated business planning, making it a very practical read. The book is filled with case studies that reflect on organizational challenges, providing a well-rounded understanding of the human side of integrated planning in the supply chain." * Yossi Sheffi, Elisha Gray II Professor of Engineering Systems, and Director, MIT Center for Transportation and Logistics, US *
"A lot of insights and practical experience to bring to leaders." * Hanne Refsholt, CEO, TINE, Norway *
"I would recommend this book to any supply chain director, and especially to those who are struggling with the implementation of sales and operations planning and/or integrated business planning, and the selling of these concepts to the board and commercial colleagues." * Martijn Lofvers, CEO and Chief Trendwatcher, Supply Chain Media, Netherlands *
"You can find tons of literature on supply chain management but rarely a book that goes so deeply and systematically into the most important topic in that field, which is organizational development and change management. People make supply chains work, not systems, algorithms or methodologies. That needs supply chain leadership, which is what this book is for. Outstanding." * Dr -Ing Dirk Petermann, Head of Competence Center, Supply Chain Management, Continental Tires, Germany *
Table of Contents
- Section - 01: Introduction;
- Section - 02: The supply chain challenge;
- Section - PART ONE: Context. Situation. Outside-in;
- Section - 03: An outside-in view of an organization;
- Section - 04: Who works here and why?;
- Section - 05: Digging to understand how we got here;
- Section - PART TWO: Complication. What is really going on?;
- Section - 06: Incongruities and uncertainties: a look behind the scenes;
- Section - 07: Theory of action: linking behaviour to assumptions;
- Section - 08: The politics of information technology: patronage and partnership;
- Section - PART THREE: Implications. Interpreting our findings;
- Section - 09: Wicked problems: understanding the challenge;
- Section - 10: Leadership approaches to change;
- Section - 11: Realpolitik and ideals: projects;
- Section - PART FOUR: Conclusions. Decisions. Shaping interventions;
- Section - 12: Conclusions;
- Section - 13: Platforms and tools for change;
- Section - 14: Getting to agility faster;
- Section - PART FIVE: Wrap-up: Case study re-imagined. Next steps;
- Section - 15: Case study re-imagined;
- Section - 16: Next steps;
