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While insisting on order might be obsessive-compulsive in a business sense, organized thinking lies somewhere between desirable and absolutely required.
The concepts of quick changeovers, short runs, customer/channel-specific processes, and lean are no longer simply tickets to best-practice land; they are requirements for survival.
We can do all the strategizing, planning, and measuring possible, yet a fundamental question remains: How can we get people and organizations to perform at high levels?
Too many consultants and academics are spending too much time and making too much money as expert witnesses and advisers to lawyers in supply chain management litigation. There may be money in it, but it's not value-adding.