Strategy Driven
NOVEMBER 4, 2010
Special Edition 50 – An Interview with Marshall Fisher, co-author of The New Science of Retailing examines the use of analytics to improve an organization’s supply chain performance in a way that ultimately enhances the bottom line. To read Marshall’s complete biography, click here. Click here to cancel reply.
Chartered Management Institute
NOVEMBER 14, 2023
What we can see now is that what began as an emergency response has led to a more profound change in operating models, with remote working and flexible structures becoming more finessed. COVID-19 has changed this perspective completely. CMI members always see more.
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Strategy Driven
MARCH 18, 2011
To demonstrate it, we’ve examined a number of industries and mapped the level of capabilities coherence in the portfolio of each of the major players against their operating margins over the past five years. Companies today operate in a business environment that encourages incoherence. We call this measure the ‘coherence premium.’
Harvard Business Review
OCTOBER 1, 2018
See More Videos > See More Videos > Blockchain’s properties — transparency, immutability, and security — make it reliable and trustworthy for applications such as supply chain management, smart contracts, financial reporting, the Internet of Things, the management of private (e.g.,
Strategy Driven
NOVEMBER 2, 2012
Supply chain management should be implemented. Growth, defined as increasing revenues each year (rather than improving the quality of company operations). Continuous quality improvement within your own operation. Do the measures address both internal management and external perceptions and accountabilities?
Strategy Driven
SEPTEMBER 2, 2011
Validate your worth to the overall company operation. Under the rules of supply chain dynamics, one must study your supplier relationships, formalize a plan of outsourcing and develop collaborations. Become top management’s partner in efficiency of operations. Without goals, one cannot operate under self-control.
Strategy Driven
MARCH 11, 2011
There were no checks and balances for members of the supply train. This archaic mindset flies in the face of progressive supply chain management, which successful companies now embrace. Enron did not demand enough accountability, fairness, ethics and operational autonomy from its outside auditor. Communications.
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