For most supply chains, cost reduction is imperative to long-term survival. Yet identifying the costs that can be eliminated--and then doing so effectively--can prove impossible without the right method. This book introduces the same process the author has used to save companies like IBM, Kodak, and DuPont billions of dollars, simply by harnessing the knowledge of suppliers. Using real-life case studies and examples, the book takes readers step-by-step through the process, showing them how to move beyond negotiation and:

- identify critical costs in the supply chain

- measure secondary and tertiary costs

- develop strategic options

- reduce, change, or eliminate activities that produce costs

- implement an action plan

- verify the plan with cost monitors

- continually improve and modify the process

The book gives readers everything they need to implement this powerful system, and bring genuine and permanent savings to their company.

"From tragic accidents to public relations fiascos, we live in an increasingly crisis-ridden society. In fact, half of the major industrial accidents of the past century occurred in the last 20 years. Incidents such as Bhopal and the Exxon Valdez have become embedded in our consciousness, cultural icons of the worst sort. Other crises, less devastating but with serious impact on their businesses, occur almost daily. Why is this--and what can be done to reverse this disturbing trend? According to Ian Mitroff, one of the world's leading experts on crisis management, the rise in the crisis rate is due to an ingrained ""it-can't happen-to-us"" mentality--which, in turn, leads to a total lack of preparedness for crises. His solution? Find out in Managing Crises Before They Happen. This fascinating book provides readers with a powerful framework that will help them: * Recognize the early warning signals that almost always precede a crisis * Focus on the big picture, not just the details * Avoid becoming either the victim or the villain in a crisis situation * Understand the importance of personal character, corporate culture, and thinking outside the box to effective crisis management * Learn from one crisis things that can prevent or ameliorate the next."

Risk, Uncertainty, and Profit is a groundbreaking work of economic theory, distinguishing between risk, which is by nature measurable and quantifiable, and uncertainty, which can be neither be measured nor quantified. We begin with an analysis of the functions of profit, risk and uncertainty in the economy. Frank H. Knight introduces his work with a discussion on profit and how there are conflicts about its nature between various economic theorists. As the title implies, the author's chief concern is the interplay between making a profit, incurring risk, and determining if there is uncertainty. Risks are different from uncertainty in that they can be measured and protected against. For example a location chosen for a factory or farm may have a measured risk of flooding in a given year. Businesses, insurers and investors alike can be made aware of this, and behave according to the quantified risk.