TABLE OF CONTENTS At this point, we have introduced several ideas:
A supply chain maturity model can be used to calibrate a firm's position with regard to advancing to the highest appropriate level and to determine the order-of-magnitude benefits for making such a progression.
The SCOR model can be applied to match the best practices across an advanced progression with the elements of that model.
A series of matrices can be used to determine that the best practices have been achieved at the desired level of maturity.
Customer satisfaction, delivered through an intelligent value network, will be a major factor distinguishing the businesses linked in a well-planned and -executed extended enterprise.
We have also indicated that business process management and business process management systems should be used to make the communication breakthrough between important constituents of the supply chain network and to gain access into disparate technology systems, so that business allies can access the necessary knowledge across the enterprise, of which they are one link, to make important end-to-end process changes. With those concepts as our background, in this chapter, we will introduce the central idea behind this text: Results from successful supply chain and networked processing efforts should be documented and traced directly to the financial performance of the firm at the center of the network and its collaborating business allies. In this sense, advanced supply chain management (ASCM) and business process management become enabling factors in achieving higher financial performance.
Our basic premise is that once the appropriate connections...
