S
Volume 4, Issue 4
May 2006
Policy
Process
Process
Process

Process
P A R A L L A X
___________

an apparent change in the direction of an object caused by a change in observational positioning that creates a new line of sight.
From the Greek: to change
Para: to see.
Successful Building Blocks
of Performance Management -
1st in the Performance Management Series *
By Kate Vitasek and Kimberly O'Donoghue
In this important series, Kate and Kimberly will provide a foundation and architecture for business management Supply Chain Performance — metrics and approaches.

Kate is on ChainLink’s Board of Advisors, and is a renowned Supply Chain Performance expert with years of consulting and enterprise performance improvements gained for her customers. Kimberly is a Managing Consultant with Supply Chain Visions.

We went to the experts, to provide you with the right guidance on how to understand, develop and align your performance programs to the corporate strategy—and then get the results.

In this first article, Kate and Kimberly delve into laying the foundation for the needed elements.
Read the Article


Supply Chain Executive
- Breaking the Glass Ceiling *

By John Boyne
How many in the executive suite, do you think, actually understand the Supply Chain?
Whether you run the transportation, the contracts, or the service management arena, you are being asked the wrong questions by your CEO. Or, putting the blame on Mame, — you are not showing off your strategic value
to your CEO.
Read the Article


Complimentary articles marked with an asterisk *


Port scandals, undocumented workers, disaster preparedness, trade wars, and corporate profits—it seems like supply chain issues are in the news more than ever—and not so positively.

How did we get here?  We think that Supply Chain is a balance and blend of
3Pe – Policy, Process, Performance and Enablers. 
The problem is that most of these areas of concern are managed in stovepipes.  And as Supply Chain professionals, we have not always clarified what the impact these issues have on our peers and “C” levels.   We are frequently buried under stale modes of management, often using old tools for new supply chains, and not looking at the more integrated models.

An interesting statistic is that over three quarters of the congressmen, when elected to their first term to the national level, have never traveled overseas.  This is also true of software developers, who are spec’ing the tools we use in our every day work; but is not true of many supply chain professionals, who are among the most traveled professionals in the workplace.

So what are you learning about the world that your colleagues don’t know? Turns out—a lot! But Supply Chain professionals have been very ‘can do’, and not necessarily making the case for a better management of the enterprise, or the trading network.

Frequent readers know that is the cause that we carry most dearly.  So, in this issue and several more to come we will continue our focus, providing a range of articles and points of view—sometimes views you may disagree with—on global supply chain and how to better manage your 3Pe’s.

We continue to add more articles, writers and content to our library of offerings. Last month, Lonnie Childs entered as a regular features writer. This month we have added Kate Vitasek, a renowned Supply Chain Performance expert, who is presenting a series that provides you with a method and structure to think about Supply Chain performance, and make your case for business improvements.

One final note—we are announcing our annual conference—this year in lovely Bermuda—and planning an agenda that you won’t want to miss.

If you want to learn about global supply chains, China, Mexico, and managing in Maritime, as well as the technologies that will enable the chain, join us in Bermuda on November 5th thru 7th 2006!

It is the business of the future to be dangerous…The major advances in civilization are processes that all but wreck the societies in which they occur.
Alfred North Whitehead

As always, I welcome your feedback.