February 18, 2020

Supply Chain Potency - James Ayers - Summary

James Ayers - Handbook of Supply Chain Management - 2001 - Information - Summary

Chapter 3  Supply Chain Potency

Supply chain projects can be undertaken for building "potent" supply chains and improving them.

This book is less about running supply chains than it is about improving them.

Supply Chain Management - The "Right" Way - James Ayers - Summary

Supply Chain Management Initiatives in Companies


Supplier reduction programs, vendor managed inventory (VMI), partnering with the supplier

Companies in which supply chain management initiatives are mainly in procurement, the procurement executive is chosen as the supply chain executive.


Typical activities including modeling or automating warehouses, distribution centers, or transportation networks to reduce cost.


Electronic Data Interchange (EDI) is an early example of improving communication among supply chain participants, Wal-mart was successfully move point-of-sales data of its retail outlets to its suppliers. This increased demand driven planninng in the supply chain

Strategic Management

Some companies have taken the view that design and operation of supply chain is a strategic decision or a lever which provides strategic advantage of competitive advantage. A effective and efficient supply chain will increase customer satisfaction, sales volume, sales prices and reduce costs. To achive this supplier relations have to be improved, logistics has to be improved, information systems are to be improved, and industrial engineering (It is basically reengineering engineering elements) and  business process reengineering have to be implemented across the supply chain.

The authors stated that they were presented tools that help the companies to design and operate supply chains as part of strategy,

BPR's Application to Supply Chain

Introduction to the Supply Chain Management - James Ayers - Summary

Definition of Supply Chain Management (SCM)

Design, maintenance and operation of supply chain processes for satisfaction of end user needs.

February 16, 2020

James Ayers - Handbook of Supply Chain Management - 2001 - Information - Summary

Handbook of Supply Chain Management
Edited By James B. Ayers
Edition 1st Edition
First Published 2000
eBook Published 29 August 2000
Pub. location Boca Raton
Imprint CRC Press
DOI   https://doi.org/10.1201/9781420025705
Pages 488 pages

When you invest millions on new systems you don't want yesterday's solutions. You need a global view of end-to-end material, information, and financial flows. Managers today have the same concerns managers had last year, 10 years ago, or 50 years ago: products, markets, people and skills operations, and finance. New supply chain management processes


Chapter 1|6 pages  Introduction to the Supply Chain

Chapter 2|12 pages  Supply Chain Management — The “Right” Way

Chapter 3|4 pages  Supply Chain Potency

Chapter 4|10 pages  Evolution of Supply Chain Models

Chapter 5|8 pages  Model for Competing through SCM

Chapter 6|16 pages  Linking the Supply Chain with the Customer

Chapter 7|10 pages  Supply Chains as Activity Systems

Chapter 8|6 pages  QFD Case Study

Chapter 9|4 pages  The Supply Chain and New Products

Chapter 10|8 pages  Foundation for Supply Chain Change

Chapter 11|6 pages  Functional Roles in Supply Chain Change

Chapter 12|10 pages  Supply Chain Design — A Team Framework

Chapter 13|10 pages  Institutionalizing Supply Chain Changes

Chapter 14|10 pages  Motivations for Partnerships

Chapter 15|6 pages  Emerging Partnership Model

Chapter 16|6 pages  Planning for Partnerships

Chapter 17|4 pages  Core Competence and Partnerships

Chapter 18|8 pages  Organizing Improvement Efforts

Chapter 19|6 pages  Stage 3 Supply Chain Structure

Chapter 20|8 pages  The Extended Enterprise at DaimlerChrysler

Chapter 21|6 pages  SCM and Information Technology

Chapter 22|12 pages  Topography of Supply Chain Applications

Chapter 23|10 pages  Supply-Chain Council

Chapter 24|12 pages  Cost and the Supply Chain

Chapter 25|28 pages  Root Cause — Clarity

Chapter 26|28 pages  Root Cause — Variability

Chapter 27|8 pages  Root Cause — Design

Chapter 28|8 pages  Root Cause — Information

Chapter 29|8 pages  Root Cause — Weak Links

Chapter 30|6 pages  Supply Chain Prestudy

Chapter 31|12 pages  Implementation Roadmap

Chapter 32|6 pages  From Purchasing to Strategic Sourcing — A Road Map

Chapter 33|8 pages  Selecting Supply Chain Software

Chapter 34|6 pages  Partnership Barriers in the Nuclear Industry

Chapter 35|6 pages  Wholesale Grocer: Supply Chain “Streamlining”

Chapter 36|10 pages  Plumbing Supplies: Manufacturer/Distributor

Chapter 37|8 pages  Supply Chain Management in Maintenance, Repair, and Overhaul Operations

Chapter 38|8 pages  Retail Distribution: From Low Tech To Leading Edge Distribution Center

Chapter 39|8 pages  British Telecom — Capacity Planning in a Deregulating Industry

Chapter 40|6 pages   Semiconductor Equipment: Supply Chain Links

Chapter 41|4 pages  Footwear Distribution

Chapter 42|6 pages  Bicycle Manufacturer: Internet Strategy

Chapter 43|10 pages  Consolidation Centers in the Lean Supply Chain

Chapter 44|10 pages  Demand-Driven Supply Chain in a Start Up

Chapter 45|4 pages  Automobile Industry: Incoming Material

Chapter 46|4 pages  Water Utility: Logistics Services Partnerships

Chapter 47|6 pages  Auto Parts Retailer — Logistics Partnership

Chapter 48|6 pages  Improving Furniture Manufacturer EVA

Chapter 49|10 pages  Performance Improvement Through Metrics for Buyers

February 13, 2020

Thought Leadership and Blogging

What is thought leadership?

  • Thought leadership is based on the power of ideas to transform the way we think.
  • It is because new knowledge often speaks for itself that thought leadership does not depend on the power of personality, larger than life influencing skills or the authority of position.
  • Thought leadership can be shown by example, logical argument, factual presentation, or an emotional appeal where necessary. 
  • It is simply the championing of new ideas laterally to peers or upwards to superiors. 
  • Some thought leaders are quiet innovators who demonstrate the merits of their ideas. Other thought leaders are not personally creative but they are early adopters of new technology or new ways of doing something, and hence, quick to champion new ideas. 
  • Thought leadership can range from high risk, revolutionary products through minor changes to operating procedures.

Rausch, E. and McCrimmon, M. (2005), "Thought leadership: a radical departure from traditional, positional leadership", Management Decision, Vol. 43 No. 7/8, pp. 1064-1070. https://doi.org/10.1108/00251740510610062


How to communicate an idea? What are channels available?

Does Blogging Help in Spreading Thoughts and Establishing Thought Leadership in Specific Thoughts?

Is thought leadership still controlled by gate keeping journals and magazines who decide what will be printed or included in their collection based on their editorial and review policies?

What is your answer? (13 February 2020)

February 12, 2020

Digital Marketing - Introduction, Evolution, Trends and Bibliography

Introduction - Digital Marketing

Interactive Marketing - Philip Kotler's (Keller) Chapter Topic Summary

Philip Kotler on Digital Marketing


Bibliography on Digital Marketing








Gartner World Digital Marketing Conference 2015 Presentation





Longitudinal Study of Digital Marketing Strategies Targeting Millennials
Journal of Consumer Marketing, Vol. 29, No. 2, (2012)
22 Pages Posted: 26 Oct 2016 Last revised: 23 Nov 2016
Katherine Taken Smith
Murray State University - College of Business


Training Programmes




Updated on 13 Feb 2020
16 March 2017

February 10, 2020

Two New Methods of Marketing in Interactive Digital Era

Interactive Marketing

Interactive Marketing - Philip Kotler's Book Chapter Summary


Omni Channel Marketing
Experts say the future of retailing is omni-channel marketing;

Developments in Retailing - Omni-Channel