Supply chains exist for one reason: to create customer value. Radical changes in every aspect of business and technology have fostered the emergence of integrated "value chains" that maximize customer value by maximizing efficiency and integration. This book identifies key emerging trends and drivers in supply chain management, introduces powerful new strategies for redesigning supply chains, and presents comprehensive global case studies showing how Nortel and General Motors have transformed their own supply chains to optimize value and drive out costs. The authors begin by reviewing the state-of-the-art in supply chain management, and emerging trends that will lead to even greater change in the coming years. They show how to map an existing supply chain network, identify and integrate information flows within the organization, and find the "sweet spots" -- changes that will drive the greatest added value. They show how to enhance collaboration and trust throughout the supply chain; integrate customers and suppliers to design products that support efficient supply chains; and how to make the most of strategic cost management techniques.The book includes detailed chapters on B2B e-commerce, on creating information visibility on the Web, and finally on the key factors that lead to success in actual deployments.
Rob Handfield is the Bank of America University Distinguished Professor of Supply Chain Management at North Carolina State University, and Director of the Supply Chain Resource Cooperative (http://scm.ncsu.edu). He also serves as an Adjunct Professor with the Supply Chain Management Research Group at the Manchester Business School.
The SCRC is the first major industry-university partnership to integrate student projects into the MBA classroom in an integrative fashion, and has had 15 major Fortune 500 companies participating as industry partners since 1999. Prior to this role, Handfield was an Associate Professor and Research Associate with the Global Procurement and Supply Chain Benchmarking Initiative at Michigan State University from 1992-1999, working closely with Professor Robert Monczka.
Handfield is the Consulting Editor of the Journal of Operations Management, one of the leading supply chain management journals in the field, and is the author of several books on supply chain management, the most recent being Supply Market Intelligence, Supply Chain Re-Design and Introduction to Supply Chain Management (Prentice Hall, 1999, 25,000 copies sold, and translated into Chinese, Japanese, and Korean). He has co-authored textbooks for MBA and undergraduate classes including Purchasing and Supply Chain Management 5th revision (with Robert Monczka) and Operations and Supply Chain Management 2nd revision (with Cecil Bozarth).
He was one of five keynote speaker at the Power Conference at the Institute for Supply Management in 2007, attended by 75 CPO's by invitation only. Many Chief Procurement Officers have read his book, Supply Market Intelligence, now considered the premier managerial handbook on critical elements of strategic sourcing. Handfield was identified as one of a handful of individuals in the 2007 "Pros to Know" list compiled by Supply and Demand Chain Executive journal :(http://www.sdcexec.com/publication/article.jsp?pubId=1&id=9287). In 2009, he was nominated as an Honorary Fellow of Contract & Commercial Management (FCCM) by the International Association of Commercial and Contract Management. This honour is bestowed on individuals who have made exceptional contributions in the field of contracting and commercial management. Handfield is regularly quoted and has published op ed pieces, and is quoted in blogs and global news media such as the Wall Street Journal, Financial Times, the San Francisco Chronicle, Spend Matters, Microsoft Live, Ariba Live, Inc., CIO, CFO, the Supply Chain Management Review, and other media.
Handfield has consulted with over 25 Fortune 500 companies, including Biogen Idec, GlaxoSmithKline, CR Bard, Boston Scientific, Delphi, Chevron, British Petroleum, Chevron Phillips, Lyondell Chemical, Conoco Phillips, Federal Express, SAP, and others. He has published more than 100 articles in top management journals including California Management Review, Sloan Management Review, IEEE Transactions on Engineering Management, Journal of Product Innovation Management, Journal of Operations Management, and Decision Sciences.
Recent research consulting projects undertaken by his firm, Supply Chain Redesign, in the last 5 years include the following:
* Developed comprehensive assessment of compound management and clinical trials supply chain strategy for GlaxoSmithKline (GSK) (2011)
* Conducted benchmarking survey and report on electronic collaboration technologies for biopharmaceutical industry, Tracelink Solutions (2011)
* Developed follow-up supply chain maturity assessment for BiogenIdec, and assisted in developing innovation workshop for clinical & commercial teams (2011)
* Benchmarked and developed global supply market intelligence recommendations for organization development and strategy at BP Upsteam oil and gas sector (2010-2011)
* Developed benchmarking report and assessment for senior IT leadership team at Caterpillar, providing background for IT supply chain investment strategy .
* Conducted supply chain maturity assessment and supply risk diagnostic for CR Bard medical device manufacturer (2010)
* Designed and developed redesign of strategic sourcing processes at Northropp Grumman Shipbuilding, and category management workshop (2010-2011)
* Conducted global benchmarking analysis of healthcare data analytics solutions for Datapros (2010)
* Conducted in-depth assessment of 200 firms' supply chain strategies in support of stock portfolio selection for Diamondback Securities (2010, 2011)
* Expert witness for Finnegan & Henderson patent attorneys on supply chain information systems patent infringement litigation case (2010)
* Design and developed strategic sourcing methodology and process for ChevronPhillips Chemical (2009)
* Designed scorecards and risk management assessment systems for Biogen Idec Global Strategic Sourcing (2009)
* Developed maturity assessment and internal customer gap analysis for clinical supply chain at Biogen Idec (2009)
* Developed supply chain and strategic sourcing skills assessment and talent roadmap at Biogen Idec (2009)
* Developed benchmarking analysis of performance in global pack management for clinical supply chain at Biogen Idec (2009)
* Presented results of clinical best practices supply chain study at Vetter Pharmaceutical (2009)
* Commissioned benchmarking research on Strategic Cost Management for Caterpillar Production Systems (2008).
* Commissioned research on Customer of Choice for Wholefoods Market (2008).
* Future of Procurement interviews and research for GlaxoSmithKline (2007).
* Developed Supplier Relationship Management approach and model for BP (2007).
* Developed "top quartile" performance for their strategic sourcing redesign project team, headed by Shell Lubricants (2007)
* Developed baseline approach for redesign of Procure-to-Pay Systems at Wachovia (2008)
* Developed supply chain strategy performance metrics and best-in-class benchmarking report for Bank of America (2006)
* Developed baseline benchmarking model for redesign of P2P systems for Chevron Phillips Chemical (2006)
* Developed "Design for Order Fulfillment" supply chain strategy for Caterpillar, 2006-2007.
* Suncor Energy - developed benchmarking assessment of strategic sourcing, supply chain design, relationship management, and performance management (2004)
* Lyondell Chemical - developed benchmarking and proposal for redesign of P2P systems (2005)
* Deep-dive supply market intelligence for BP to develop baseline for strategic sourcing in EPC suppliers (2006)
* Deep-dive supply market intelligence for ConocoPhillips to develop baseline for strategic sourcing for Heat Exchangers and Pressure Vessels (2006)
* Deep-dive supply market intelligence for Amaretta Hess to develop baseline for strategic sourcing for Directional Drilling (2006)
* Developed a total cost of ownership approach for tooling and MRO at Chevron (2006)
* Developed a cost driver model for the oil lubes products group, as well as a warehouse management process re-design model for the Shell Pipeline group (2003)
* Sourcing strategy development and market intelligence for Cardinal Health (2005-2006)
* Boston Scientific - piloted supply risk model and software development for use in assessing supply risk elements in strategic sourcing model (2005)
* Guidant - developed supply management maturity model, assessing key areas for improvement of supplier relationships (2006)
* BP - assessed opportunites for supplier relationship management initiatives, and identified key drivers for value creation and organizational requirements (2007)
* Insource/outsource evaluation for Quintiles (2004)
Recent speaking engagements have included the following:
* Keynote speaker at Manhattan Associates Customer Meeting in Chicago (December, 2010)
* Keynote speaker at Corporate United Synergy event (May, 2010).
* Keynote speaker at Zycus Leadership Experience Tour in Houston, Los Angeles, and Chicago (May 2010)
* Keynote speaker at World Healthcare Congress Program on Supply Chain Leadership (2010)
* Keynote speaker at Center for Counterintelligence meeting on Supply Chain Vulnerabilities, Washington DC, September 2009
* Developed strategic sourcing handbook and training program for BiogenIdec (2009)
* Chevron Phillips Chemical - developed and delivered training on strategic sourcing and category management (2009)
* Essroc Italicementi - developed and delivered training on appropriate redesign of buying channels and P2P systems (2008)
* Delphi Corporation: Category strategy development and training at all of their global locations, including Detroit, Kokomo, Germany, and Shanghai.
* Strategic sourcing training for Chinese executives at leading Fortune 500 companies in Shanghai, including Bayer, Tiger Beer, Borg-Warner, GSK, Caterpillar, and many others (2005-2006)
* Executive education in strategic sourcing for Nortel Networks Supply Chain Leadership program (2006-2007)
* Lyondell Chemical - developed and delivered category strategy development training (2005)
* Chevron Phillips Chemical - developed and delivered training on redesign of P2P systems (2006)
* GlaxoSmithKline - Developed online training simulation in supply chain management, and online distance education modules for GlaxoSmithKline (2004). This program was later deployed in Shanghai and Suzhou China.
* Supply management training for Turkish Petroleum (2002)
* Supply management training for industry executives at INCAE program in Quito, Ecuador, and Guatemala City, Guatemala (2003).
Summary of Research Direction
Dr. Handfield's research with a number of leading SCM organizations across a variety of industries has identified that companies who excel in the consistent application of "best-in-class" supply management processes and practices, and becoming a customer of choice, have demonstrated significantly higher financial performance than their competitors. This performance of best-in-class organizations has not gone unnoticed by market analysts and has been amply rewarded by significant improvements in stock performance. Poorly managed supply management processes are also recognized as a serious risk. Companies that have poorly managed supply chains have experienced an average loss of 8.5% in their shareholder value, or up to 18.5% when major supply chain disruptions occurred. In these companies, stock price recovery has taken 60 or more months after the organization's supply chain problems first appeared. Using the experience of other organizations who have deployed SCM strategies, Handfield's research indicates that improvements in supply management has the potential to generate between 5-7% of savings at a minimum. These improvements translate into a change in COGS and ROCE of 2.5% and 2%. Additional benefits will include improved efficiencies and productivity in manufacturing that are not inclusive in these estimated benefits. The timing associated with complete realization of these benefits is estimated at six to eight years. The major risk to many companies is a failure to act quickly and deploy the strategies and practices across business units.
Handfield is considered a thought leader in the field of supply chain management, and is an industry expert in the field of strategic sourcing, supply market intelligence, and supplier development. He has spoken on these subjects across the globe, including China, Azerbaijan, Turkey, Latin America, Europe, Korea, Japan, Canada, and other venues.
