Bullying and Emotional Abuse in the Workplace

Topics: Supply chain, Supply chain management, Demand chain management Pages: 5 (3577 words) Published: September 28, 2014
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As seen in
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Special Advertising Sections
© Copyright The McGraw-Hill Companies, Inc.

SUPPLY CHAIN
EXCELLENCE
TODAY’S BEST DRIVER OF BOTTOM-LINE PERFORMANCE

A

fter you’ve fiddled with labor costs, R&D, procurement,
and such, if you’re looking for ways to boost financial
performance (and who isn’t?), there’s still one slice of uncharted corporate terrain where additional business value is there for the taking. Pick your head up a bit and you just may notice it: the supply chain.

According to a recent report from Boston-based AMR
Research Inc., companies that excel in supply-chain operations perform better in almost every financial measure of success. Where supply-chain excellence improves demand-forecast
accuracy, companies have a 5% higher profit margin, 15% less inventory, up to 17% stronger “perfect order” ratings, and 35% shorter cash-to-cash cycle times than their peers. Companies with higher perfect-order performance have higher earnings

per share, a better return on assets, and higher profit margins — roughly 1% higher for every three percentage-point improvement in perfect orders. “The basis of competition for winning companies in today’s economy is supply-chain superiority,” says Kevin O’Marah, vice president of research at AMR Research. “These companies understand that value-chain performance translates to productivity and market-share leadership. They also understand that supply-chain leadership means more than just low costs and

efficiency — it requires a superior ability to shape and respond to shifts in demand with innovative products and services.”

INCLUDES AMR RESEARCH
SUPPLY CHAIN TOP 25

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SUPPLY CHAIN EXCELLENCE
In fact, AMR Research recently named its top 25 supplychain performers — manufacturers that have embraced demand-driven supply-chain practices and technologies
and are winning as a result. Led by Dell, Nokia, and
Procter & Gamble (chart), the companies share a distinct
approach. “Leading companies view their supply chain
as a strategic competitive asset to be maximized and not
as a fixed-cost liability on the balance sheet,” says Michael Maguire, vice president of supply-chain business development at SAP America, in Newtown Square, Pa. “When you talk to supply-chain leaders at a company, you very

quickly know on which side of the ledger they view supplychain operations.” Other vendors agree that approaching the supply
chain as part of the company’s core competency is a key
marker of supply-chain excellence. “Companies sharing
this view understand that, with proper management,
they can take massive amounts of cost out, or be able to
have the right merchandise on the shelf for the customer
to buy,” explains Joe Cowan, CEO of software vendor
Manugistics Group Inc., in Rockville, Md. “Supply-chain
leaders understand the strategic importance of their
supply chain and work very hard to ensure that they
properly manage and control it.”

CASH IN HAND
Moreover, experts say, supply-chain leaders are driven
by customer demand. “They base the entire system
on meeting the customer need or solving the customer
problem,” says O’Marah. “They do not focus on using
the Internet or technology tools to improve plant operations or any of the other hard assets they own. They use the tools to have a higher perfect-order rate or reduce
total materials-handling cost and still meet customer
orders. For them, the customer really is king.”
In the 1980s and for a decade thereafter, that
saying meant mostly that companies sold in the way the
customer wanted. But today’s supply-chain leaders
routinely change their operations — in ways such as
how they...
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