Bram Desmet

Different strategies lead to different supply chains, and a lack of strategic choices leads to a blurred focus. This book introduces the concept of the 'strategy-driven supply chain', which changes the role of supply chain from operational-tactical to tactical-strategic.

This new work defines a mission and purpose for supply chain management which puts supply chain at the heart of the triangle of service, cost and cash. The Strategy-Driven Supply Chain explains the need for integrated… Show more

Different strategies lead to different supply chains, and a lack of strategic choices leads to a blurred focus. This book introduces the concept of the 'strategy-driven supply chain', which changes the role of supply chain from operational-tactical to tactical-strategic.

This new work defines a mission and purpose for supply chain management which puts supply chain at the heart of the triangle of service, cost and cash. The Strategy-Driven Supply Chain explains the need for integrated value planning and execution as the next step beyond S&OP and IBP and how to use a strategy-driven scorecard with a focus on Return on Capital Employed (ROCE) as the overall value metric.

The Strategy-Driven Supply Chain includes numerous tools to put these ideas into action, including a method to analyse financial metrics and compare them to key competitors, and exercises to define an organization's strategic choices (or lack thereof). It also features real-life examples of how to use the supply chain triangle to engage sales, finance and operations and case studies that illustrate the impact of strategy on the supply chain and financial metrics. This practical guide outlines a seven-step approach to integrating the people, process, tooling and analytics aspects of the change journey to the strategy-driven supply chain. Show less

This ground breaking book makes a link between supply chain, strategy and finance using the so-called Supply Chain Triangle. Bram summarizes the essence of supply chain management as finding a balance between service, cost and cash. He shows that different strategies lead to a different balance or as such, different strategies have different supply chains. He also shows that the different strategies are different routes to deliver shareholder value as measured by the Return On Capital Employed.… Show more

This ground breaking book makes a link between supply chain, strategy and finance using the so-called Supply Chain Triangle. Bram summarizes the essence of supply chain management as finding a balance between service, cost and cash. He shows that different strategies lead to a different balance or as such, different strategies have different supply chains. He also shows that the different strategies are different routes to deliver shareholder value as measured by the Return On Capital Employed. Balancing the triangle is optimizing ROCE. This shows that supply chain and finance have a common goal. As different strategies require different supply chains, a supply chain strategy is not a result of the business strategy, it is an integral part. Without knowing the corresponding supply chain, you don't know the cost and the capital employed so you don't know the ROCE. A strategy is not finished if you don't know how it will deliver value to the shareholder. This book puts supply chain at the heart of the business strategy. After reading this book you will realize supply chains have become strategy-driven and vice versa. Show less

Rethinking Supply Chain outlines how organizations can close the gap between the supply chain capabilities they have and the supply chain capabilities they want.

The supply chains built pre-covid are no longer suitable in the current volatile business environment. Rethinking Supply Chain explores why and how organizations can upgrade their supply chains to level 5 maturity, enhancing them to be more sustainable, strategy-driven and resilient.

It outlines the dangers of using… Show more

Rethinking Supply Chain outlines how organizations can close the gap between the supply chain capabilities they have and the supply chain capabilities they want.

The supply chains built pre-covid are no longer suitable in the current volatile business environment. Rethinking Supply Chain explores why and how organizations can upgrade their supply chains to level 5 maturity, enhancing them to be more sustainable, strategy-driven and resilient.

It outlines the dangers of using outdated supply chain practices, sharing what goes wrong when organizations run level 5 complexity and variability with a level 1 capability. It shows how organizations can improve their strategic planning, supply chain design, sales and operations planning and business planning processes to respond to new dynamic levels of variability and complexity. It is supported by practical frameworks and roadmaps.

This book outlines why supply chain reconfiguration is needed, how to define a business case for change and the steps needed to drive effective transformation. Rethinking Supply Chain also explores how to integrate sustainability into the heart of supply chain design and operations and examines the trade-offs organizations must navigate, depending on whether they wish to be at par, differentiate or dominate on sustainability drivers. Show less