Category Archive

6 Keys to Inventory Optimisation

August 8, 2013 • STRATEGY & MANAGEMENT, OPERATION, Finance & Economics, Business Process, Strategic Spotlight, Supply Chain, Supply Chain ManagementComments (0)

By Karin Bursa Many companies around the world have adopted inventory optimisation and those without a formal process are falling behind their competition. Effective companies must factor in the global nature of their business when thinking about reducing inventory. Karin Bursa, a Vice President at Logility, discusses the six factors that can lead to

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PDF Documents Now Accessible to Enhance Supply Chain Integration

August 8, 2013 • TECHNOLOGY, OPERATION, Business Process, Supply ChainComments (0)

By Steve Hill For years the benefits of electronic integration of supply chain integration documents have been clearly identified by businesses, consultants and acknowledged in academic studies. However, achieving overall and seamless data exchange has often

Best of All Worlds: Hybrid Models of Public-Service Delivery

August 8, 2013 • STRATEGY & MANAGEMENT, INNOVATION, OPERATION, Global Business, Delivering Innovation - Accenture ResearchComments (0)

By Tim Cooper & Matthew Robinson Governments around the world are facing increasing pressures on all fronts. From Europe to Japan to the United States, the public sector has had to adjust to a new era of fiscal austerity at the same time as dealing with

Turn Time Into Money: Faster Growth Through Digital Reuse


By Stephanie L. Woerner, Peter Weill, & Mark P. McDonald Today’s technologically savvy firms have created an internal digital reuse culture that significantly reduces time-to-market without any extra costs. However, reuse remains an underutilized

Executive S&OP – Put it Front and Centre for Your Organisation

May 9, 2013 • TECHNOLOGY, OPERATION, SPECIAL FEATURES, Business Process, Supply Chain, Supply Chain ManagementComments (0)

By Karin Bursa Does your company have the right S&OP process in place? These 5 steps to success allow you to assess trade-offs between many interdependent business components: demand and market opportunities, customer service, inventory investments,

How Western Multinationals Can Organise to Win in Emerging Markets

May 9, 2013 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Business ProcessComments (0)

By Vimal Choudhary, Martin Dewhurst & Alok Kshirsagar As Western multinationals shift their focus to emerging markets, they must adjust their structures, processes, and decision-making speed to compete successfully. This article explores the challenges

Demand Chain Management: Enhancing Customer Value Proposition

March 10, 2013 • OPERATION, Business Process, Supply ChainComments (1)

By Pankaj M. Madhani DCM creates strategic assets for the firm in terms of the overall value creation as it enables the firm to implement and integrate marketing and SCM strategies that improve its overall performance.

Performance Management Systems in Mexico: The Dual Logics of Evaluating Performance

March 10, 2013 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Business ProcessComments (0)

By Anabella Davila & Marta M. Elvira Understanding Performance Management systems implementation is critical for multinationals operating in countries with contrasting cultures. For firms interested in Mexico, we share our findings on how successful

CEOs, Mind Your Own Business! Why and How Corporate CEOs Should Pay More Attention to Corporate Functions

March 10, 2013 • LEADERSHIP, OPERATION, Corporate Governance, Leadership DevelopmentComments (0)

By Andrew Campbell, Sven Kunisch & Günter Müller-Stewens The corporate office consists of the CEO and the corporate functions. It is the main vehicle for delivering corporate added value. Yet corporate functions often underperform and corporate offices

Predictive Analytics: New-generation Strategic Decision Support

March 10, 2013 • STRATEGY & MANAGEMENT, TECHNOLOGY, Business Process, Digital Transformation, Supply ChainComments (1)

By Tobias Klatt & Klaus Moeller Environmental turbulence has be- come a key challenge for companies’ strategic planning. Planning results remain arbitrary and risky, and lack deep knowledge of relevant factors and trends. Traditional instruments such as