The Supply Chain Revolution

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The secret to succeeding in a disruptive world. When CEOs think about the supply chain, it's usually to cut costs. But the smartest leaders see supply chain and sourcing for what they can be: hidden tools for outperforming the competition. Steve Jobs, upon returning to Apple in 1997, focused on transforming the supply chain. He hired Tim Cook-and the company sped up the development of new products, getting them into consumers' hands faster. The rest is history. Across a range of industries, once-leading companies are in trouble: Walmart, IBM, Pfizer, HP, and The Gap to name a few. But others thrive. While competitors were shutting stores, Zara's highly responsive supply chain made it the most valued company in the retail space and its founder, the richest man in Europe. The success of TJX, Amazon, Starbucks, and Airbus, is fueled by supply chain and sourcing. Showcasing real solutions, The Supply Chain Revolution will: Improve customer satisfaction and increase revenue * Make alliances more successful * Simplify and debottleneck the supply chain * Boost retail success by managing store investment * Drive excellence Technology is disrupting business models. Strategies must change. The Supply Chain Revolution flips conventional thinking and offers a powerful way for companies to compete in challenging times.
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287 printed pages
Original publication


    Annie Zhakhinashared an impression3 years ago

    Why it doesn't say year of publication?


    Heri Heryadihas quoted3 years ago
    They are all known for excellent customer service
    mail22801has quoted3 years ago
    At the time, the company had on hand two to three months of supplier inventory and another two to three months of finished goods, forcing Apple to anticipate consumer wants four to six months ahead. Jobs decided that even he was not smart enough to do that. He deputized Tim Cook to revamp the system.
    Cook reduced inventory from months to days. He closed factories and warehouses, using contract manufacturers instead.

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