SUPPLY CHAIN STRATEGY

18 | R i g h t C h a i n ™ inventory management, supply, transportation, and warehousing. In the absence of a scope, scope creep, a potential cancer for all projects (and what we call people who want to pile on to projects), can overwhelm a supply chain logistics project. Second, there is a correct sequence to consider the supply chain decisions when developing a supply chain strategy. Facing myriad decision interdependencies, in the absence of the correct sequence, supply chain logistics decision making becomes like a cat chasing its tail. The RightChain™ Star Model begins with customer service for many reasons. First, a humble attitude of service and serving customers is the foundation for supply chain success. Second, the constraints developed as a part of customer service policy are the foundation for supply chain optimization. It is fascinating to observe the faces and body language of the managers and executives in the RightChain™ project kickoff meetings. When the CEO, COO, or CSCOmakes his or her remarks to kickoff the project you can see the slumped, downtrodden body language of the marketing and sales group. They assume that the project will be all about “cutting heads” and heavy expense reductions through declining service offerings. That’s not what RightChain™ is about . It’s about determining the most profitable way to