Digital Supply Chain Leadership: Reshaping Talent and Organizations
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Milton
Taylor & Francis Group
2021
|
| Schriftenreihe: | Routledge Studies in Leadership Research Ser
|
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 online resource (181 pages) |
| ISBN: | 9781000353211 |
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| 505 | 8 | |a Intro -- Half Title -- Series Page -- Title Page -- Copyright Page -- Contents -- List of Figures and Table -- Preface -- References -- Acknowledgments -- About the authors -- 1. What is the Digital Supply Chain? -- Closing the Performance Gap -- The DSC Transformation Framework -- Digital Technology Performance Factors -- Employee and Organizational Performance Factors -- Transformational Performance Outcomes -- Discussion Questions -- Chapter One Summary -- References -- 2. The Customer-Centric Supply Chain -- The use of Big Data and Analytics in Becoming a DSC -- The Analytics Maturity Curve -- The Analytics and AI/ML Portfolio Management Strategy -- The Future of Forecasting with Artificial Intelligence -- Leadership Issues -- Summary -- References -- 3. Demand Management, Forecasting, and Stimulating Demand -- Leadership Actions Needed for Driving Supply Chain Revenue Growth -- Internal Functional Interactions Needed -- External Interactions Needed -- Demand Management - It's All about the Data -- The Secret to Demand Management Performance Breakthroughs - Predictive Analytics -- Data Sources that Drive the Digital Supply Chain -- The Quest for Elusive POS Data -- Why is POS data so hard to obtain? -- What Can Supply Chain Leaders Do to Access POS and Consumer Insights? -- Digital Data Negotiations Approach -- Overview -- Stage One - Preparing to Negotiate With Data -- Steps in Stage One: Prepare -- Stage Two - Explore Data Negotiations Options -- Steps in Stage Two: Explore -- Stage Three - Collaboratively Choose Among Data Negotiations Options -- Steps in Stage Three: Collaborate -- Stage Four - Monitor and Enforce Data Negotiations Agreements -- Steps in Stage Four: Monitor and Enforce Agreements -- Taking the Next Steps - What Actions Can Leaders Take Now? -- Leadership Actions to Drive Digital Transformation | |
| 505 | 8 | |a A Set of Demand Data Action Steps - A Leader's Guide -- Leadership Tools - Guiding Questions for You and Your Teams -- Driving Questions - Demand Management -- Case Example -- Global Manufacturer and Brand Marketer of Consumer-packaged Goods -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Digital Supply Chain Implications - Actions -- Digital Supply Chain Readiness -- Digital Supply Chain Case Questions -- Summary -- References -- 4. Leading a Demand-Driven Supply Chain -- Where Do I Start the Digital Journey? -- The DSC Leadership Road Map -- DSC Transformational Performance Goals -- Step One - Who Are Your Customers? -- Who are your customers? - What are their characteristics? - How can we meet/exceed customer expectations? -- Step Two - Using Analytics to Uncover Segment Opportunities -- What are The "Non-intuitive" Insights We Can Develop About Our Customers and Consumers? -- Step Three - Designing the New Digital Supply Chain Segment -- What Is The Best Digital Supply Chain for Each Segment? - Is There A Business Model Innovation Needed or Possible? -- DSC Segment Design Example -- DSC Segment Initial Design -- DSC Opportunities -- Step Four - Business Model Review Cycle -- Step Five - What Talent, Skills and Capabilities Do I Need to Execute This Design? -- Step Six - Which Technologies Are Available to Execute This Design? -- Step Seven - What New Business Risks Might This Design Create? -- Case Example -- Case: Multinational Manufacturer and Brand Marketer/Retailor of Cosmetics -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- The Power of Structured Dialog in Solving Supply Chain Problems -- Digital Supply Chain Case Questions -- Summary -- References -- 5. Digital Supply Chain Talent and Organizational Strategies | |
| 505 | 8 | |a Attacking the Problem - A DSC Talent Model -- Key Insights and Implications for DSC Talent Planning -- Talent and Organizational Strategy Key Insights: Attract and Acquire -- Attract and Acquire: Implications for Talent Planning -- Talent and Organizational Strategy Key Insights: Build and Develop -- Build and Develop: Implications for Talent Planning -- Talent and Organizational Strategy Key Insights: Integrate and Perform -- Integrate and Perform: Implications for Talent Planning -- Taking Action: Key Insights for Talent and Organization -- Develop New (Non-Traditional) DSC Talent Plans -- Develop Action Plans and Set Goals -- Drive Performance and Action -- Organizational Structures -- Key Role Definitions -- Data Scientist Profile -- Data Steward Profile -- Data Engineers Profile -- Chapter 5 Case Example -- Multinational Manufacturer and Brand Marketer of Packaged Foods -- Industry and Competitive Landscape -- Organizational Situation -- Market Trends Impacting Business Performance -- Leadership Response -- DSC Implications - Actions -- DSC Readiness -- Digital Supply Chain Case Questions -- Summary -- References -- 6. Digital Supply Chain Technology Management -- The Story of the Internet Connected Running Shoe -- From HOVR to ArchiTech, a Technology Evolution -- Next Up: Performance Coaching -- What Large Amounts of Meaningful Data from Consumers Means for Supply Chains -- The Game-Changing Technology of Generative Design -- Big Data + Generative Design +3D printing = A Totally New Kind of Product -- The Design Outcome: The 3D Printed UA ArchiTech Shoe -- What Does This Supply Chain System Look Like? -- Taking the Next Steps - What Actions Can Leaders Take Now? -- Leadership Actions to Drive Digital Transformation -- Leadership Tools - Guiding Questions for You and Your Teams -- Driving Questions - Technology Management | |
| 505 | 8 | |a Concluding Thoughts on Technology Leadership -- Case Example -- Case: Multinational Manufacturer and Brand Marketer of Pharmaceuticals -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Focus on Digital Talent -- DSC Implications - Actions -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 7. Understanding and Managing Digital Supply Chain Risks -- Why Is Business Risk Different in Digital Supply Chains? -- Increase in Data Complexity -- Increase in Data Connectedness -- The Number and Variety of Business and Compliance Risks Are Increasing -- Some Implications of Managing Supply Chain Risks -- Developing a Risk Management Culture -- Developing Risk Management Maturity -- Being Selective in Managing Supply Chain Risks -- Case Example -- Multinational Conglomerate Manufacturer and Brand Marketer of Building Products and Industrial Chemicals -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Data Quality and Integration -- Technology Efforts -- Talent and Organizational Efforts -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 8. Becoming an End-to-End Integrated Supply Chain -- The Need for Organizational Learning of Integrator Behaviors -- People Are the Key to Navigating Supply Chain Digital Disruption -- Key Dimensions of Digital Supply Chain People Performance -- The Digital Supply Chain Leader -- Organizational-Level Strategies and Measures -- Individual Attitudes, Beliefs, and Behaviors -- The Supply Chain Leadership Mindset -- Digital Supply Chain Integrators -- Developing Digital Supply Chain Leaders -- The Digital Difference -- Executive Level Integration - What to Do About It -- A Note on Metrics and Measurement -- Digital Supply Chain Strategy Development -- Case Example | |
| 505 | 8 | |a Case: Multinational Manufacturer, Brand Marketer, and Director Retailor of Computer Hardware -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- The People and Leadership Component -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 9. Leading and Developing a Transformation Action Plan -- Current and Ongoing Supply Chain Leadership Challenges -- The COVID-19 Shock -- Some Longer-Term Changes to Supply Chains -- The Hidden Upside - Change May Now Be Possible -- Developing Action Plans for DSC Transformation -- The DSC Maturity Model for Leadership Actions -- Leadership Focus -- Operational Focus -- People Focus -- Technology Focus -- The Role of the Chief Supply Chain Officer -- Summary -- References -- 10. The Supply Chain Leadership Mindset -- Theme One: External Forces Requiring Change Leadership -- Theme One: External Forces and What Firms Are Doing About It -- Theme One: External Forces and What Still Needs To Be Done -- Theme Two: Data Issues are Pervasive -- Theme Two: Data Issues and What Is Being Done -- Theme Three: What Are We Measuring? -- Theme Four: Developing a Supply Chain Leadership Mindset -- Appendix A: Example Digital Supply Chain Metrics -- Revenue Change from DSC Actions -- What -- Why -- How -- Revenue Increase from Platform Utilization -- What -- Why -- How -- Percentage Growth in Demand due to DSC Actions -- What -- Why -- How -- Percentage of Perfect Orders from Automation -- What -- Why -- How -- Number of Days Latency in Demand Shaping/Management -- What -- Why -- How -- Net Promoter Score for DSC -- What -- Why -- How -- Total DSC Talent Cost/ Percentage of Sales -- What -- Why -- How -- Revenue Balance between Peak and Non-Peak Demand -- What -- Why -- How -- Revenue Size of DSC Enabled Business Models Created -- What -- Why -- How | |
| 505 | 8 | |a Revenue Increase per Supply Chain Employee due to DSC Actions | |
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| contents | Intro -- Half Title -- Series Page -- Title Page -- Copyright Page -- Contents -- List of Figures and Table -- Preface -- References -- Acknowledgments -- About the authors -- 1. What is the Digital Supply Chain? -- Closing the Performance Gap -- The DSC Transformation Framework -- Digital Technology Performance Factors -- Employee and Organizational Performance Factors -- Transformational Performance Outcomes -- Discussion Questions -- Chapter One Summary -- References -- 2. The Customer-Centric Supply Chain -- The use of Big Data and Analytics in Becoming a DSC -- The Analytics Maturity Curve -- The Analytics and AI/ML Portfolio Management Strategy -- The Future of Forecasting with Artificial Intelligence -- Leadership Issues -- Summary -- References -- 3. Demand Management, Forecasting, and Stimulating Demand -- Leadership Actions Needed for Driving Supply Chain Revenue Growth -- Internal Functional Interactions Needed -- External Interactions Needed -- Demand Management - It's All about the Data -- The Secret to Demand Management Performance Breakthroughs - Predictive Analytics -- Data Sources that Drive the Digital Supply Chain -- The Quest for Elusive POS Data -- Why is POS data so hard to obtain? -- What Can Supply Chain Leaders Do to Access POS and Consumer Insights? -- Digital Data Negotiations Approach -- Overview -- Stage One - Preparing to Negotiate With Data -- Steps in Stage One: Prepare -- Stage Two - Explore Data Negotiations Options -- Steps in Stage Two: Explore -- Stage Three - Collaboratively Choose Among Data Negotiations Options -- Steps in Stage Three: Collaborate -- Stage Four - Monitor and Enforce Data Negotiations Agreements -- Steps in Stage Four: Monitor and Enforce Agreements -- Taking the Next Steps - What Actions Can Leaders Take Now? -- Leadership Actions to Drive Digital Transformation A Set of Demand Data Action Steps - A Leader's Guide -- Leadership Tools - Guiding Questions for You and Your Teams -- Driving Questions - Demand Management -- Case Example -- Global Manufacturer and Brand Marketer of Consumer-packaged Goods -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Digital Supply Chain Implications - Actions -- Digital Supply Chain Readiness -- Digital Supply Chain Case Questions -- Summary -- References -- 4. Leading a Demand-Driven Supply Chain -- Where Do I Start the Digital Journey? -- The DSC Leadership Road Map -- DSC Transformational Performance Goals -- Step One - Who Are Your Customers? -- Who are your customers? - What are their characteristics? - How can we meet/exceed customer expectations? -- Step Two - Using Analytics to Uncover Segment Opportunities -- What are The "Non-intuitive" Insights We Can Develop About Our Customers and Consumers? -- Step Three - Designing the New Digital Supply Chain Segment -- What Is The Best Digital Supply Chain for Each Segment? - Is There A Business Model Innovation Needed or Possible? -- DSC Segment Design Example -- DSC Segment Initial Design -- DSC Opportunities -- Step Four - Business Model Review Cycle -- Step Five - What Talent, Skills and Capabilities Do I Need to Execute This Design? -- Step Six - Which Technologies Are Available to Execute This Design? -- Step Seven - What New Business Risks Might This Design Create? -- Case Example -- Case: Multinational Manufacturer and Brand Marketer/Retailor of Cosmetics -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- The Power of Structured Dialog in Solving Supply Chain Problems -- Digital Supply Chain Case Questions -- Summary -- References -- 5. Digital Supply Chain Talent and Organizational Strategies Attacking the Problem - A DSC Talent Model -- Key Insights and Implications for DSC Talent Planning -- Talent and Organizational Strategy Key Insights: Attract and Acquire -- Attract and Acquire: Implications for Talent Planning -- Talent and Organizational Strategy Key Insights: Build and Develop -- Build and Develop: Implications for Talent Planning -- Talent and Organizational Strategy Key Insights: Integrate and Perform -- Integrate and Perform: Implications for Talent Planning -- Taking Action: Key Insights for Talent and Organization -- Develop New (Non-Traditional) DSC Talent Plans -- Develop Action Plans and Set Goals -- Drive Performance and Action -- Organizational Structures -- Key Role Definitions -- Data Scientist Profile -- Data Steward Profile -- Data Engineers Profile -- Chapter 5 Case Example -- Multinational Manufacturer and Brand Marketer of Packaged Foods -- Industry and Competitive Landscape -- Organizational Situation -- Market Trends Impacting Business Performance -- Leadership Response -- DSC Implications - Actions -- DSC Readiness -- Digital Supply Chain Case Questions -- Summary -- References -- 6. Digital Supply Chain Technology Management -- The Story of the Internet Connected Running Shoe -- From HOVR to ArchiTech, a Technology Evolution -- Next Up: Performance Coaching -- What Large Amounts of Meaningful Data from Consumers Means for Supply Chains -- The Game-Changing Technology of Generative Design -- Big Data + Generative Design +3D printing = A Totally New Kind of Product -- The Design Outcome: The 3D Printed UA ArchiTech Shoe -- What Does This Supply Chain System Look Like? -- Taking the Next Steps - What Actions Can Leaders Take Now? -- Leadership Actions to Drive Digital Transformation -- Leadership Tools - Guiding Questions for You and Your Teams -- Driving Questions - Technology Management Concluding Thoughts on Technology Leadership -- Case Example -- Case: Multinational Manufacturer and Brand Marketer of Pharmaceuticals -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Focus on Digital Talent -- DSC Implications - Actions -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 7. Understanding and Managing Digital Supply Chain Risks -- Why Is Business Risk Different in Digital Supply Chains? -- Increase in Data Complexity -- Increase in Data Connectedness -- The Number and Variety of Business and Compliance Risks Are Increasing -- Some Implications of Managing Supply Chain Risks -- Developing a Risk Management Culture -- Developing Risk Management Maturity -- Being Selective in Managing Supply Chain Risks -- Case Example -- Multinational Conglomerate Manufacturer and Brand Marketer of Building Products and Industrial Chemicals -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Data Quality and Integration -- Technology Efforts -- Talent and Organizational Efforts -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 8. Becoming an End-to-End Integrated Supply Chain -- The Need for Organizational Learning of Integrator Behaviors -- People Are the Key to Navigating Supply Chain Digital Disruption -- Key Dimensions of Digital Supply Chain People Performance -- The Digital Supply Chain Leader -- Organizational-Level Strategies and Measures -- Individual Attitudes, Beliefs, and Behaviors -- The Supply Chain Leadership Mindset -- Digital Supply Chain Integrators -- Developing Digital Supply Chain Leaders -- The Digital Difference -- Executive Level Integration - What to Do About It -- A Note on Metrics and Measurement -- Digital Supply Chain Strategy Development -- Case Example Case: Multinational Manufacturer, Brand Marketer, and Director Retailor of Computer Hardware -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- The People and Leadership Component -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 9. Leading and Developing a Transformation Action Plan -- Current and Ongoing Supply Chain Leadership Challenges -- The COVID-19 Shock -- Some Longer-Term Changes to Supply Chains -- The Hidden Upside - Change May Now Be Possible -- Developing Action Plans for DSC Transformation -- The DSC Maturity Model for Leadership Actions -- Leadership Focus -- Operational Focus -- People Focus -- Technology Focus -- The Role of the Chief Supply Chain Officer -- Summary -- References -- 10. The Supply Chain Leadership Mindset -- Theme One: External Forces Requiring Change Leadership -- Theme One: External Forces and What Firms Are Doing About It -- Theme One: External Forces and What Still Needs To Be Done -- Theme Two: Data Issues are Pervasive -- Theme Two: Data Issues and What Is Being Done -- Theme Three: What Are We Measuring? -- Theme Four: Developing a Supply Chain Leadership Mindset -- Appendix A: Example Digital Supply Chain Metrics -- Revenue Change from DSC Actions -- What -- Why -- How -- Revenue Increase from Platform Utilization -- What -- Why -- How -- Percentage Growth in Demand due to DSC Actions -- What -- Why -- How -- Percentage of Perfect Orders from Automation -- What -- Why -- How -- Number of Days Latency in Demand Shaping/Management -- What -- Why -- How -- Net Promoter Score for DSC -- What -- Why -- How -- Total DSC Talent Cost/ Percentage of Sales -- What -- Why -- How -- Revenue Balance between Peak and Non-Peak Demand -- What -- Why -- How -- Revenue Size of DSC Enabled Business Models Created -- What -- Why -- How Revenue Increase per Supply Chain Employee due to DSC Actions |
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| format | Electronic eBook |
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What is the Digital Supply Chain? -- Closing the Performance Gap -- The DSC Transformation Framework -- Digital Technology Performance Factors -- Employee and Organizational Performance Factors -- Transformational Performance Outcomes -- Discussion Questions -- Chapter One Summary -- References -- 2. The Customer-Centric Supply Chain -- The use of Big Data and Analytics in Becoming a DSC -- The Analytics Maturity Curve -- The Analytics and AI/ML Portfolio Management Strategy -- The Future of Forecasting with Artificial Intelligence -- Leadership Issues -- Summary -- References -- 3. Demand Management, Forecasting, and Stimulating Demand -- Leadership Actions Needed for Driving Supply Chain Revenue Growth -- Internal Functional Interactions Needed -- External Interactions Needed -- Demand Management - It's All about the Data -- The Secret to Demand Management Performance Breakthroughs - Predictive Analytics -- Data Sources that Drive the Digital Supply Chain -- The Quest for Elusive POS Data -- Why is POS data so hard to obtain? -- What Can Supply Chain Leaders Do to Access POS and Consumer Insights? -- Digital Data Negotiations Approach -- Overview -- Stage One - Preparing to Negotiate With Data -- Steps in Stage One: Prepare -- Stage Two - Explore Data Negotiations Options -- Steps in Stage Two: Explore -- Stage Three - Collaboratively Choose Among Data Negotiations Options -- Steps in Stage Three: Collaborate -- Stage Four - Monitor and Enforce Data Negotiations Agreements -- Steps in Stage Four: Monitor and Enforce Agreements -- Taking the Next Steps - What Actions Can Leaders Take Now? -- Leadership Actions to Drive Digital Transformation</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">A Set of Demand Data Action Steps - A Leader's Guide -- Leadership Tools - Guiding Questions for You and Your Teams -- Driving Questions - Demand Management -- Case Example -- Global Manufacturer and Brand Marketer of Consumer-packaged Goods -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Digital Supply Chain Implications - Actions -- Digital Supply Chain Readiness -- Digital Supply Chain Case Questions -- Summary -- References -- 4. Leading a Demand-Driven Supply Chain -- Where Do I Start the Digital Journey? -- The DSC Leadership Road Map -- DSC Transformational Performance Goals -- Step One - Who Are Your Customers? -- Who are your customers? - What are their characteristics? - How can we meet/exceed customer expectations? -- Step Two - Using Analytics to Uncover Segment Opportunities -- What are The "Non-intuitive" Insights We Can Develop About Our Customers and Consumers? -- Step Three - Designing the New Digital Supply Chain Segment -- What Is The Best Digital Supply Chain for Each Segment? - Is There A Business Model Innovation Needed or Possible? -- DSC Segment Design Example -- DSC Segment Initial Design -- DSC Opportunities -- Step Four - Business Model Review Cycle -- Step Five - What Talent, Skills and Capabilities Do I Need to Execute This Design? -- Step Six - Which Technologies Are Available to Execute This Design? -- Step Seven - What New Business Risks Might This Design Create? -- Case Example -- Case: Multinational Manufacturer and Brand Marketer/Retailor of Cosmetics -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- The Power of Structured Dialog in Solving Supply Chain Problems -- Digital Supply Chain Case Questions -- Summary -- References -- 5. Digital Supply Chain Talent and Organizational Strategies</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Attacking the Problem - A DSC Talent Model -- Key Insights and Implications for DSC Talent Planning -- Talent and Organizational Strategy Key Insights: Attract and Acquire -- Attract and Acquire: Implications for Talent Planning -- Talent and Organizational Strategy Key Insights: Build and Develop -- Build and Develop: Implications for Talent Planning -- Talent and Organizational Strategy Key Insights: Integrate and Perform -- Integrate and Perform: Implications for Talent Planning -- Taking Action: Key Insights for Talent and Organization -- Develop New (Non-Traditional) DSC Talent Plans -- Develop Action Plans and Set Goals -- Drive Performance and Action -- Organizational Structures -- Key Role Definitions -- Data Scientist Profile -- Data Steward Profile -- Data Engineers Profile -- Chapter 5 Case Example -- Multinational Manufacturer and Brand Marketer of Packaged Foods -- Industry and Competitive Landscape -- Organizational Situation -- Market Trends Impacting Business Performance -- Leadership Response -- DSC Implications - Actions -- DSC Readiness -- Digital Supply Chain Case Questions -- Summary -- References -- 6. Digital Supply Chain Technology Management -- The Story of the Internet Connected Running Shoe -- From HOVR to ArchiTech, a Technology Evolution -- Next Up: Performance Coaching -- What Large Amounts of Meaningful Data from Consumers Means for Supply Chains -- The Game-Changing Technology of Generative Design -- Big Data + Generative Design +3D printing = A Totally New Kind of Product -- The Design Outcome: The 3D Printed UA ArchiTech Shoe -- What Does This Supply Chain System Look Like? -- Taking the Next Steps - What Actions Can Leaders Take Now? -- Leadership Actions to Drive Digital Transformation -- Leadership Tools - Guiding Questions for You and Your Teams -- Driving Questions - Technology Management</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Concluding Thoughts on Technology Leadership -- Case Example -- Case: Multinational Manufacturer and Brand Marketer of Pharmaceuticals -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Focus on Digital Talent -- DSC Implications - Actions -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 7. Understanding and Managing Digital Supply Chain Risks -- Why Is Business Risk Different in Digital Supply Chains? -- Increase in Data Complexity -- Increase in Data Connectedness -- The Number and Variety of Business and Compliance Risks Are Increasing -- Some Implications of Managing Supply Chain Risks -- Developing a Risk Management Culture -- Developing Risk Management Maturity -- Being Selective in Managing Supply Chain Risks -- Case Example -- Multinational Conglomerate Manufacturer and Brand Marketer of Building Products and Industrial Chemicals -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Data Quality and Integration -- Technology Efforts -- Talent and Organizational Efforts -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 8. Becoming an End-to-End Integrated Supply Chain -- The Need for Organizational Learning of Integrator Behaviors -- People Are the Key to Navigating Supply Chain Digital Disruption -- Key Dimensions of Digital Supply Chain People Performance -- The Digital Supply Chain Leader -- Organizational-Level Strategies and Measures -- Individual Attitudes, Beliefs, and Behaviors -- The Supply Chain Leadership Mindset -- Digital Supply Chain Integrators -- Developing Digital Supply Chain Leaders -- The Digital Difference -- Executive Level Integration - What to Do About It -- A Note on Metrics and Measurement -- Digital Supply Chain Strategy Development -- Case Example</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Case: Multinational Manufacturer, Brand Marketer, and Director Retailor of Computer Hardware -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- The People and Leadership Component -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 9. Leading and Developing a Transformation Action Plan -- Current and Ongoing Supply Chain Leadership Challenges -- The COVID-19 Shock -- Some Longer-Term Changes to Supply Chains -- The Hidden Upside - Change May Now Be Possible -- Developing Action Plans for DSC Transformation -- The DSC Maturity Model for Leadership Actions -- Leadership Focus -- Operational Focus -- People Focus -- Technology Focus -- The Role of the Chief Supply Chain Officer -- Summary -- References -- 10. The Supply Chain Leadership Mindset -- Theme One: External Forces Requiring Change Leadership -- Theme One: External Forces and What Firms Are Doing About It -- Theme One: External Forces and What Still Needs To Be Done -- Theme Two: Data Issues are Pervasive -- Theme Two: Data Issues and What Is Being Done -- Theme Three: What Are We Measuring? -- Theme Four: Developing a Supply Chain Leadership Mindset -- Appendix A: Example Digital Supply Chain Metrics -- Revenue Change from DSC Actions -- What -- Why -- How -- Revenue Increase from Platform Utilization -- What -- Why -- How -- Percentage Growth in Demand due to DSC Actions -- What -- Why -- How -- Percentage of Perfect Orders from Automation -- What -- Why -- How -- Number of Days Latency in Demand Shaping/Management -- What -- Why -- How -- Net Promoter Score for DSC -- What -- Why -- How -- Total DSC Talent Cost/ Percentage of Sales -- What -- Why -- How -- Revenue Balance between Peak and Non-Peak Demand -- What -- Why -- How -- Revenue Size of DSC Enabled Business Models Created -- What -- Why -- How</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Revenue Increase per Supply Chain Employee due to DSC Actions</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Anandarajan, Murugan</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Kurz, David B.</subfield><subfield code="t">Digital Supply Chain Leadership</subfield><subfield code="d">Milton : Taylor & Francis Group,c2021</subfield><subfield code="z">9780367263171</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-033073086</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6458420</subfield><subfield code="l">HWR01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV047689071 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T18:57:01Z |
| indexdate | 2024-07-10T09:19:15Z |
| institution | BVB |
| isbn | 9781000353211 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033073086 |
| oclc_num | 1232280591 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 online resource (181 pages) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2021 |
| publishDateSearch | 2021 |
| publishDateSort | 2021 |
| publisher | Taylor & Francis Group |
| record_format | marc |
| series2 | Routledge Studies in Leadership Research Ser |
| spelling | Kurz, David B. Verfasser aut Digital Supply Chain Leadership Reshaping Talent and Organizations Milton Taylor & Francis Group 2021 ©2021 1 online resource (181 pages) txt rdacontent c rdamedia cr rdacarrier Routledge Studies in Leadership Research Ser Description based on publisher supplied metadata and other sources Intro -- Half Title -- Series Page -- Title Page -- Copyright Page -- Contents -- List of Figures and Table -- Preface -- References -- Acknowledgments -- About the authors -- 1. What is the Digital Supply Chain? -- Closing the Performance Gap -- The DSC Transformation Framework -- Digital Technology Performance Factors -- Employee and Organizational Performance Factors -- Transformational Performance Outcomes -- Discussion Questions -- Chapter One Summary -- References -- 2. The Customer-Centric Supply Chain -- The use of Big Data and Analytics in Becoming a DSC -- The Analytics Maturity Curve -- The Analytics and AI/ML Portfolio Management Strategy -- The Future of Forecasting with Artificial Intelligence -- Leadership Issues -- Summary -- References -- 3. Demand Management, Forecasting, and Stimulating Demand -- Leadership Actions Needed for Driving Supply Chain Revenue Growth -- Internal Functional Interactions Needed -- External Interactions Needed -- Demand Management - It's All about the Data -- The Secret to Demand Management Performance Breakthroughs - Predictive Analytics -- Data Sources that Drive the Digital Supply Chain -- The Quest for Elusive POS Data -- Why is POS data so hard to obtain? -- What Can Supply Chain Leaders Do to Access POS and Consumer Insights? -- Digital Data Negotiations Approach -- Overview -- Stage One - Preparing to Negotiate With Data -- Steps in Stage One: Prepare -- Stage Two - Explore Data Negotiations Options -- Steps in Stage Two: Explore -- Stage Three - Collaboratively Choose Among Data Negotiations Options -- Steps in Stage Three: Collaborate -- Stage Four - Monitor and Enforce Data Negotiations Agreements -- Steps in Stage Four: Monitor and Enforce Agreements -- Taking the Next Steps - What Actions Can Leaders Take Now? -- Leadership Actions to Drive Digital Transformation A Set of Demand Data Action Steps - A Leader's Guide -- Leadership Tools - Guiding Questions for You and Your Teams -- Driving Questions - Demand Management -- Case Example -- Global Manufacturer and Brand Marketer of Consumer-packaged Goods -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Digital Supply Chain Implications - Actions -- Digital Supply Chain Readiness -- Digital Supply Chain Case Questions -- Summary -- References -- 4. Leading a Demand-Driven Supply Chain -- Where Do I Start the Digital Journey? -- The DSC Leadership Road Map -- DSC Transformational Performance Goals -- Step One - Who Are Your Customers? -- Who are your customers? - What are their characteristics? - How can we meet/exceed customer expectations? -- Step Two - Using Analytics to Uncover Segment Opportunities -- What are The "Non-intuitive" Insights We Can Develop About Our Customers and Consumers? -- Step Three - Designing the New Digital Supply Chain Segment -- What Is The Best Digital Supply Chain for Each Segment? - Is There A Business Model Innovation Needed or Possible? -- DSC Segment Design Example -- DSC Segment Initial Design -- DSC Opportunities -- Step Four - Business Model Review Cycle -- Step Five - What Talent, Skills and Capabilities Do I Need to Execute This Design? -- Step Six - Which Technologies Are Available to Execute This Design? -- Step Seven - What New Business Risks Might This Design Create? -- Case Example -- Case: Multinational Manufacturer and Brand Marketer/Retailor of Cosmetics -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- The Power of Structured Dialog in Solving Supply Chain Problems -- Digital Supply Chain Case Questions -- Summary -- References -- 5. Digital Supply Chain Talent and Organizational Strategies Attacking the Problem - A DSC Talent Model -- Key Insights and Implications for DSC Talent Planning -- Talent and Organizational Strategy Key Insights: Attract and Acquire -- Attract and Acquire: Implications for Talent Planning -- Talent and Organizational Strategy Key Insights: Build and Develop -- Build and Develop: Implications for Talent Planning -- Talent and Organizational Strategy Key Insights: Integrate and Perform -- Integrate and Perform: Implications for Talent Planning -- Taking Action: Key Insights for Talent and Organization -- Develop New (Non-Traditional) DSC Talent Plans -- Develop Action Plans and Set Goals -- Drive Performance and Action -- Organizational Structures -- Key Role Definitions -- Data Scientist Profile -- Data Steward Profile -- Data Engineers Profile -- Chapter 5 Case Example -- Multinational Manufacturer and Brand Marketer of Packaged Foods -- Industry and Competitive Landscape -- Organizational Situation -- Market Trends Impacting Business Performance -- Leadership Response -- DSC Implications - Actions -- DSC Readiness -- Digital Supply Chain Case Questions -- Summary -- References -- 6. Digital Supply Chain Technology Management -- The Story of the Internet Connected Running Shoe -- From HOVR to ArchiTech, a Technology Evolution -- Next Up: Performance Coaching -- What Large Amounts of Meaningful Data from Consumers Means for Supply Chains -- The Game-Changing Technology of Generative Design -- Big Data + Generative Design +3D printing = A Totally New Kind of Product -- The Design Outcome: The 3D Printed UA ArchiTech Shoe -- What Does This Supply Chain System Look Like? -- Taking the Next Steps - What Actions Can Leaders Take Now? -- Leadership Actions to Drive Digital Transformation -- Leadership Tools - Guiding Questions for You and Your Teams -- Driving Questions - Technology Management Concluding Thoughts on Technology Leadership -- Case Example -- Case: Multinational Manufacturer and Brand Marketer of Pharmaceuticals -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Focus on Digital Talent -- DSC Implications - Actions -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 7. Understanding and Managing Digital Supply Chain Risks -- Why Is Business Risk Different in Digital Supply Chains? -- Increase in Data Complexity -- Increase in Data Connectedness -- The Number and Variety of Business and Compliance Risks Are Increasing -- Some Implications of Managing Supply Chain Risks -- Developing a Risk Management Culture -- Developing Risk Management Maturity -- Being Selective in Managing Supply Chain Risks -- Case Example -- Multinational Conglomerate Manufacturer and Brand Marketer of Building Products and Industrial Chemicals -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Data Quality and Integration -- Technology Efforts -- Talent and Organizational Efforts -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 8. Becoming an End-to-End Integrated Supply Chain -- The Need for Organizational Learning of Integrator Behaviors -- People Are the Key to Navigating Supply Chain Digital Disruption -- Key Dimensions of Digital Supply Chain People Performance -- The Digital Supply Chain Leader -- Organizational-Level Strategies and Measures -- Individual Attitudes, Beliefs, and Behaviors -- The Supply Chain Leadership Mindset -- Digital Supply Chain Integrators -- Developing Digital Supply Chain Leaders -- The Digital Difference -- Executive Level Integration - What to Do About It -- A Note on Metrics and Measurement -- Digital Supply Chain Strategy Development -- Case Example Case: Multinational Manufacturer, Brand Marketer, and Director Retailor of Computer Hardware -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- The People and Leadership Component -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 9. Leading and Developing a Transformation Action Plan -- Current and Ongoing Supply Chain Leadership Challenges -- The COVID-19 Shock -- Some Longer-Term Changes to Supply Chains -- The Hidden Upside - Change May Now Be Possible -- Developing Action Plans for DSC Transformation -- The DSC Maturity Model for Leadership Actions -- Leadership Focus -- Operational Focus -- People Focus -- Technology Focus -- The Role of the Chief Supply Chain Officer -- Summary -- References -- 10. The Supply Chain Leadership Mindset -- Theme One: External Forces Requiring Change Leadership -- Theme One: External Forces and What Firms Are Doing About It -- Theme One: External Forces and What Still Needs To Be Done -- Theme Two: Data Issues are Pervasive -- Theme Two: Data Issues and What Is Being Done -- Theme Three: What Are We Measuring? -- Theme Four: Developing a Supply Chain Leadership Mindset -- Appendix A: Example Digital Supply Chain Metrics -- Revenue Change from DSC Actions -- What -- Why -- How -- Revenue Increase from Platform Utilization -- What -- Why -- How -- Percentage Growth in Demand due to DSC Actions -- What -- Why -- How -- Percentage of Perfect Orders from Automation -- What -- Why -- How -- Number of Days Latency in Demand Shaping/Management -- What -- Why -- How -- Net Promoter Score for DSC -- What -- Why -- How -- Total DSC Talent Cost/ Percentage of Sales -- What -- Why -- How -- Revenue Balance between Peak and Non-Peak Demand -- What -- Why -- How -- Revenue Size of DSC Enabled Business Models Created -- What -- Why -- How Revenue Increase per Supply Chain Employee due to DSC Actions Anandarajan, Murugan Sonstige oth Erscheint auch als Druck-Ausgabe Kurz, David B. Digital Supply Chain Leadership Milton : Taylor & Francis Group,c2021 9780367263171 |
| spellingShingle | Kurz, David B. Digital Supply Chain Leadership Reshaping Talent and Organizations Intro -- Half Title -- Series Page -- Title Page -- Copyright Page -- Contents -- List of Figures and Table -- Preface -- References -- Acknowledgments -- About the authors -- 1. What is the Digital Supply Chain? -- Closing the Performance Gap -- The DSC Transformation Framework -- Digital Technology Performance Factors -- Employee and Organizational Performance Factors -- Transformational Performance Outcomes -- Discussion Questions -- Chapter One Summary -- References -- 2. The Customer-Centric Supply Chain -- The use of Big Data and Analytics in Becoming a DSC -- The Analytics Maturity Curve -- The Analytics and AI/ML Portfolio Management Strategy -- The Future of Forecasting with Artificial Intelligence -- Leadership Issues -- Summary -- References -- 3. Demand Management, Forecasting, and Stimulating Demand -- Leadership Actions Needed for Driving Supply Chain Revenue Growth -- Internal Functional Interactions Needed -- External Interactions Needed -- Demand Management - It's All about the Data -- The Secret to Demand Management Performance Breakthroughs - Predictive Analytics -- Data Sources that Drive the Digital Supply Chain -- The Quest for Elusive POS Data -- Why is POS data so hard to obtain? -- What Can Supply Chain Leaders Do to Access POS and Consumer Insights? -- Digital Data Negotiations Approach -- Overview -- Stage One - Preparing to Negotiate With Data -- Steps in Stage One: Prepare -- Stage Two - Explore Data Negotiations Options -- Steps in Stage Two: Explore -- Stage Three - Collaboratively Choose Among Data Negotiations Options -- Steps in Stage Three: Collaborate -- Stage Four - Monitor and Enforce Data Negotiations Agreements -- Steps in Stage Four: Monitor and Enforce Agreements -- Taking the Next Steps - What Actions Can Leaders Take Now? -- Leadership Actions to Drive Digital Transformation A Set of Demand Data Action Steps - A Leader's Guide -- Leadership Tools - Guiding Questions for You and Your Teams -- Driving Questions - Demand Management -- Case Example -- Global Manufacturer and Brand Marketer of Consumer-packaged Goods -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Digital Supply Chain Implications - Actions -- Digital Supply Chain Readiness -- Digital Supply Chain Case Questions -- Summary -- References -- 4. Leading a Demand-Driven Supply Chain -- Where Do I Start the Digital Journey? -- The DSC Leadership Road Map -- DSC Transformational Performance Goals -- Step One - Who Are Your Customers? -- Who are your customers? - What are their characteristics? - How can we meet/exceed customer expectations? -- Step Two - Using Analytics to Uncover Segment Opportunities -- What are The "Non-intuitive" Insights We Can Develop About Our Customers and Consumers? -- Step Three - Designing the New Digital Supply Chain Segment -- What Is The Best Digital Supply Chain for Each Segment? - Is There A Business Model Innovation Needed or Possible? -- DSC Segment Design Example -- DSC Segment Initial Design -- DSC Opportunities -- Step Four - Business Model Review Cycle -- Step Five - What Talent, Skills and Capabilities Do I Need to Execute This Design? -- Step Six - Which Technologies Are Available to Execute This Design? -- Step Seven - What New Business Risks Might This Design Create? -- Case Example -- Case: Multinational Manufacturer and Brand Marketer/Retailor of Cosmetics -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- The Power of Structured Dialog in Solving Supply Chain Problems -- Digital Supply Chain Case Questions -- Summary -- References -- 5. Digital Supply Chain Talent and Organizational Strategies Attacking the Problem - A DSC Talent Model -- Key Insights and Implications for DSC Talent Planning -- Talent and Organizational Strategy Key Insights: Attract and Acquire -- Attract and Acquire: Implications for Talent Planning -- Talent and Organizational Strategy Key Insights: Build and Develop -- Build and Develop: Implications for Talent Planning -- Talent and Organizational Strategy Key Insights: Integrate and Perform -- Integrate and Perform: Implications for Talent Planning -- Taking Action: Key Insights for Talent and Organization -- Develop New (Non-Traditional) DSC Talent Plans -- Develop Action Plans and Set Goals -- Drive Performance and Action -- Organizational Structures -- Key Role Definitions -- Data Scientist Profile -- Data Steward Profile -- Data Engineers Profile -- Chapter 5 Case Example -- Multinational Manufacturer and Brand Marketer of Packaged Foods -- Industry and Competitive Landscape -- Organizational Situation -- Market Trends Impacting Business Performance -- Leadership Response -- DSC Implications - Actions -- DSC Readiness -- Digital Supply Chain Case Questions -- Summary -- References -- 6. Digital Supply Chain Technology Management -- The Story of the Internet Connected Running Shoe -- From HOVR to ArchiTech, a Technology Evolution -- Next Up: Performance Coaching -- What Large Amounts of Meaningful Data from Consumers Means for Supply Chains -- The Game-Changing Technology of Generative Design -- Big Data + Generative Design +3D printing = A Totally New Kind of Product -- The Design Outcome: The 3D Printed UA ArchiTech Shoe -- What Does This Supply Chain System Look Like? -- Taking the Next Steps - What Actions Can Leaders Take Now? -- Leadership Actions to Drive Digital Transformation -- Leadership Tools - Guiding Questions for You and Your Teams -- Driving Questions - Technology Management Concluding Thoughts on Technology Leadership -- Case Example -- Case: Multinational Manufacturer and Brand Marketer of Pharmaceuticals -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Focus on Digital Talent -- DSC Implications - Actions -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 7. Understanding and Managing Digital Supply Chain Risks -- Why Is Business Risk Different in Digital Supply Chains? -- Increase in Data Complexity -- Increase in Data Connectedness -- The Number and Variety of Business and Compliance Risks Are Increasing -- Some Implications of Managing Supply Chain Risks -- Developing a Risk Management Culture -- Developing Risk Management Maturity -- Being Selective in Managing Supply Chain Risks -- Case Example -- Multinational Conglomerate Manufacturer and Brand Marketer of Building Products and Industrial Chemicals -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- Data Quality and Integration -- Technology Efforts -- Talent and Organizational Efforts -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 8. Becoming an End-to-End Integrated Supply Chain -- The Need for Organizational Learning of Integrator Behaviors -- People Are the Key to Navigating Supply Chain Digital Disruption -- Key Dimensions of Digital Supply Chain People Performance -- The Digital Supply Chain Leader -- Organizational-Level Strategies and Measures -- Individual Attitudes, Beliefs, and Behaviors -- The Supply Chain Leadership Mindset -- Digital Supply Chain Integrators -- Developing Digital Supply Chain Leaders -- The Digital Difference -- Executive Level Integration - What to Do About It -- A Note on Metrics and Measurement -- Digital Supply Chain Strategy Development -- Case Example Case: Multinational Manufacturer, Brand Marketer, and Director Retailor of Computer Hardware -- Industry and Competitive Landscape -- Organizational Situation -- Leadership Response -- The People and Leadership Component -- Digital Supply Chain Case Questions -- Summary -- Notes -- References -- 9. Leading and Developing a Transformation Action Plan -- Current and Ongoing Supply Chain Leadership Challenges -- The COVID-19 Shock -- Some Longer-Term Changes to Supply Chains -- The Hidden Upside - Change May Now Be Possible -- Developing Action Plans for DSC Transformation -- The DSC Maturity Model for Leadership Actions -- Leadership Focus -- Operational Focus -- People Focus -- Technology Focus -- The Role of the Chief Supply Chain Officer -- Summary -- References -- 10. The Supply Chain Leadership Mindset -- Theme One: External Forces Requiring Change Leadership -- Theme One: External Forces and What Firms Are Doing About It -- Theme One: External Forces and What Still Needs To Be Done -- Theme Two: Data Issues are Pervasive -- Theme Two: Data Issues and What Is Being Done -- Theme Three: What Are We Measuring? -- Theme Four: Developing a Supply Chain Leadership Mindset -- Appendix A: Example Digital Supply Chain Metrics -- Revenue Change from DSC Actions -- What -- Why -- How -- Revenue Increase from Platform Utilization -- What -- Why -- How -- Percentage Growth in Demand due to DSC Actions -- What -- Why -- How -- Percentage of Perfect Orders from Automation -- What -- Why -- How -- Number of Days Latency in Demand Shaping/Management -- What -- Why -- How -- Net Promoter Score for DSC -- What -- Why -- How -- Total DSC Talent Cost/ Percentage of Sales -- What -- Why -- How -- Revenue Balance between Peak and Non-Peak Demand -- What -- Why -- How -- Revenue Size of DSC Enabled Business Models Created -- What -- Why -- How Revenue Increase per Supply Chain Employee due to DSC Actions |
| title | Digital Supply Chain Leadership Reshaping Talent and Organizations |
| title_auth | Digital Supply Chain Leadership Reshaping Talent and Organizations |
| title_exact_search | Digital Supply Chain Leadership Reshaping Talent and Organizations |
| title_exact_search_txtP | Digital Supply Chain Leadership Reshaping Talent and Organizations |
| title_full | Digital Supply Chain Leadership Reshaping Talent and Organizations |
| title_fullStr | Digital Supply Chain Leadership Reshaping Talent and Organizations |
| title_full_unstemmed | Digital Supply Chain Leadership Reshaping Talent and Organizations |
| title_short | Digital Supply Chain Leadership |
| title_sort | digital supply chain leadership reshaping talent and organizations |
| title_sub | Reshaping Talent and Organizations |
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