SUPPLY CHAIN STRATEGY
2 | R i g h t C h a i n ™ any project if the probability of success is only 15%. With all the research that has been conducted, all the software tools that have been developed, all the education programs that have been offered, all the books that have been written, and all the conferences that have been conducted – the probability of success for supply chain projects is unacceptably low and has not improved. The reasons and excuses are many and various. • The complexity and scope of decision making required in supply chain logistics is increasing much faster than decision support resources - models, metrics, education, methodology, management, and software tools – are developing. • Though improved, the coordination and communication between marketing, sales, manufacturing, procurement, and distribution is still lacking and sometimes dysfunctional. • Metrics used in supply chain logistics often work against one another and many times exacerbate the very problems they are designed to solve. • Benchmark targets used in supply chain logistics are often unreliable, one-sided, and de-motivating.
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