The book explains how to emerge and grow as a supply chain leader
and details supply chain and procurement processes and operational
activities in real-work scenarios across multiple supply chain
verticals. The book defines what an entry-level supply chain
professional must do to excel in various types of supply chain
verticals such as IT, electronics manufacturing, pharmaceutical,
retail, and consumer goods. Apart from helping professionals
understand vertical specific nuances, this book helps them to set
both short-term goals for annual performance review and longer-term
career planning. In addition, for a mid- or senior-level supply
chain professional, the book offers ideas on ways to launch
initiatives and demonstrate leadership to foster career growth. It
offers ideas about unlocking new values for the organization and
creating a data-driven decision support platform to gain financial
efficiency for better management of CapEx and OpEx spend, thus
improving the bottom line. The book includes a tool kit which
includes operational data models, financial models, and
presentation templates for creating and socializing proposals
intended for cross-functional teams and demonstrating supply chain
leadership. The book is divided into four major parts. In Part I,
the book starts with an overview of key concepts in a manufacturing
supply chain and procurement organization. It describes current
forms of modern global supply chain and corporate procurement
organizations. The objective of Part II is to provide a framework
for a self-directed supply chain manager to understand how a large
organization evaluates the contribution of supply chain managers
and where it expects them to create value. To foster career growth
as a supply chain professional, the book identifies six key
knowledge pillars for demonstrating supply chain mastery: Technical
and market knowledge of the end product and its constituents.
Knowledge of internal product development and sustaining processes
and supporting consumption data. Health and market condition of the
supplier. Ability to create value. Ability to build internal and
external executive relationships with key influencers. Ability to
obtain best cost without compromising on quality and lead time.
Negotiating cost, sourcing material, and then the logistics of
moving the raw material through multiple stages and finally
finished materials across the globe are some of the key areas which
need continuous improvement. As a sentinel of efficiency, removing
any kind of wastage leads to immediate value creation and
contributes to the margin by improving the bottom line. In Part
III, the book reviews twelve such verticals namely printer,
medical, IT, energy, automotive, cloud, dairy, data management,
avionics, biotech, apparel and start up and the supply chain
nuances through the lenses of the framework created in Part II. In
Part IV, the book goes back to focus on the professional growth of
an individual supply chain person in an industry agnostic way. It
provides examples of financial and operational efficiencies that a
supply chain professional can create.
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