2010 Management Supply Chain Video 
N2Growth Blog
MAY 16, 2010
Posted on October 13th, 2010 by admin in Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth How dumb is your business? If your company’s long-term business plan requires the acquisition, or retention of the uber employee then your business not only has a risk management issue, but it is likely not scalable.
N2Growth Blog
NOVEMBER 16, 2010
Moreover if they decide to develop the application should this be done internally with existing staff, or outsourced, and if outsourced will it be done domestically or offshore and who will manage the process. Oh, and what about development methodology?
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Harvard Business Review
MAY 19, 2016
where one of us is Vice President Supply Chain, suggests this “magic” can be repeatable. In 2010, Coty was rapidly expanding through acquisitions and internal growth and needed to align, integrate, and further accelerate improvements in its supply chain. Insight Center. Operations in a Connected World.
Next Level Blog
NOVEMBER 11, 2010
My friend told me about an executive she knows named Bill who's been with the company for more than 30 years and who, through his leadership and tough love mentoring, has developed two generations of world class supply chain managers. That's a legacy that's going to outlast Bill.
Harvard Business Review
OCTOBER 18, 2012
Continuous improvement and quality have become part of the management lexicon. Today, greater access to information makes the management of end-to-end processes easier, especially those that cut across organizational boundaries. But improvement has improved. I see three forces behind this trend: 1. Greater information availability.
Harvard Business Review
AUGUST 8, 2011
For those of us not in operations, supply chain, or logistics, it's a vaguely familiar line item we learned about in finance class. So managing inventory well is both a financial win and a sustainability victory. For example, using both demand sensing software and good management practices, P&G has cut 17 days and $2.1
Harvard Business Review
MARCH 23, 2011
As a result, the risk-reward ratios that we take for granted, such tight global supply chains, may no longer make sense. Old efficiency thinking based on engineering and rational market models needs to be replaced by a creative intelligence based on imagining, building and managing new futures.
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