TABLE OF CONTENTS In this concluding chapter, we want to revisit some of the main themes and draw conclusions that lead to a productive go-forward effort. First, it is important to understand that a supply chain effort must be focused on four key business drivers:
Reducing costs as low as possible without compromising the ability to satisfy customers
Making optimum use of assets, whether they be owned by the firm or one of its important business allies
Using the benefits of the supply chain improvements to satisfy customers and consumers
Increasing revenues with those customers most beneficial to the firm and its business allies
Second, to achieve optimum results across those needs, a firm must follow some form of framework or model and get its internal house in order and then progress, with the help of willing and trusted external business allies, toward a predetermined position of excellence, which significantly improves the metrics used to track progress. Third, the internal and external progress should be facilitated with the use of business process management and business process management systems that transfer important knowledge quickly and easily between the constituents in what becomes an intelligent value network. This network should be focused on having distinguishing characteristics in the eyes of the most important customers and consumer groups. Fourth, with the preceding steps accomplished and better metrics achieved, the actual benefits should be clearly visible in improving the profit and loss statements and balance sheets of all the partners in the value chain.
Those are...
