the quantitative analysis with my observations and inter- views, and the posts roll from my fingers. I appreciate you as a reader and enjoy your comments. Oervsehrip2.8,000 readers read this blog, and I thank the read- A Closer Look at Organizational Alignment It nh ea rreescpeonnt ds eunr vt se yt oorna toer gt ha en ii rz as tui po np al yl ac hl i ag innmbeans te, dI oa snk e d ci no uF ni gt ue rr -eo1p. p8 o, 5s i0n%g asde jee ct ht ievier ss. uNpopt ley t chhaat i onf at sh ewroerskpi no ng dwe enltl s, 4o n2 l%y 3v1i e%w fiet eal st hr ea st i tl hi eeni rt , saunpdp4l y5 c%h as iene i ist aalsi gpnreoda.cMt i voes ,t bsue te their supply chain as fixed and insular. Figure 1.8. Use of Supply Chain Descriptors
On antee oi sf tt hh ee ag lai pg nbme tewn et egna ppsr ot hc au tr ei smgerno twai nn dg ma nadn iusf au cntfuorritnug- . Tmheins tgiaspt hoef 4h8i g%h ebset tswe ee ne ni nmsat nu ud fi ea sc taucrri onsgs atnhde pd reoc caudree. -T h e metrics defining success in manufacturing and procure - ment need to align. Figure 1.9. Organizational Alignment
Lt i ec te’ so tf aakne ot hr geaenxi az amt ipol ne owf osrukpi np gl i ewr i dt he vt he leo spump epnl ite- r- t bh ae spe rtaoc - help drive improvements– is as essential as an effective Sales and Operations Planning (S&OP) process. In this recent research, an effective supplier development pro- gram significantly improved resilience and agility in the roepsmeaerncthprreosgproanmd.ents reported an active supplier devel-
Sr ui lto, ss ud pr ipvleync bhya ifnu nl ecat di oenr as lt mr yettor ipc su ni sc thhtehne iorr wma. yS ttuhcrko ui ng ha a set of conflicting metrics and priorities daily. Operational ec rxec ae sl lienngcreetshurl ot swosnt ha eb saul apnpcl ey dc hs caoi nr eocuatr do fobf aglraonwc et h, d, me - a r - goinnI,ninvveesntetdorCyatpuirtanls),.customer service, and ROIC (Return
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