We use cookies to provide you with a better experience. By continuing to browse the site you are agreeing to our use of cookies in accordance with our Cookie Policy.
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.
This book excerpt chronicles the history of supply chain fraud from the Trojan Horse (which the authors cite as an object lesson in the need for inbound inspection) to the shenanigans of two middle managers who circumvent a security program that the TSA would envy to divert truckloads of high-tech equipment into so-called "alternative channels."
It's all right to philosophize about key concepts in supply chain management, but sooner or later, we've got to figure out how to get organized to deliver the goods.
In an age where cost competitiveness largely determines business success, the pressure to reduce costs has become the supply chain manager's constant companion.