دانلود کتاب استراتژی های زنجیره تامین

Supply chains have become more prominent in everyday talk about business. TV and press coverage about supply chains is everywhere today. Newspapers devote much more space within the business pages and sometimes the front pages, which was not the case when I wrote my first edition of this book; supply chains hardly got a mention. The general public is far more aware of the important part that supply chains play in their daily existence. Shortages evidenced by empty supermarket shelves were commonplace during the pandemic across many categories from food to toilet rolls. Businesses too, realize that supply chains are the difference between achieving their goals and missing performance targets. Supply chains determine profitability and they build or damage reputations. Supply chain strategies are an important bridge between the producer and the customer. Supply chain strategies play a much bigger role in the marketing strategies firms employ than they receive credit for. Supply chain strategies are an important marketing tool. Supply chain strategies determine operational practices.
If you want to understand business you have to know about supply chain strategies. These are the strategies that drive sourcing and procurement decisions; decisions about how, when, where and what goods and services to produce; configuring transport and logistics; decisions about which companies and organizations to partner with; decisions about technologies to employ; criteria determining locational choices for everything from production and warehouse facilities through to manufacturing, wholesale and retail operations; decisions about which markets to enter or remain in, knowing when to develop, diversify and divest. These are all supply chain strategies to bring goods and services to customers. Time, cost, value, distance, responsiveness, risk and resilience are all part of the equation. Volatility, velocity, variety and variabilities in quality can be sources of disruption. Technology can also be a disruptor but it can also present solutions for instance creating visibility across the supply chain. Disruptions are ever present and from time to time we are reminded of how destructive they can be whether it is because of shortages of raw materials or labour, strike action, production delays, volcano eruptions, ash clouds, tsunamis, sunken or grounded ships such as the Ever Given in Suez, wars or pandemics such as Covid-19. Supply chain strategies have to be developed in environments that are volatile, uncertain, complex and ambiguous.
Supply chains create cost and drive value. Supply chain strategies require investment in people and technologies to support them if they are to achieve the objectives set. Supply chains today are central to the success of any organization, as such they are very much a boardroom concern as well as an operational necessity. It is important to understand that the value chain is a cost chain until the customer pays for goods and services. The customer, client or service user has to be at the centre of everything an organization does. In this sense supply chain strategies are demand driven and customer focused.