John Gattorna has been working in corporate logistics networks and enterprise supply chains for 30 years. He's one of the most influential contemporary ‘thought leaders’ in the field. Many global companies have adopted his model, with significant results: a doubling of margins; big increases in revenue through increased customer satisfaction; and lower cost-to-serve across the board as a result of identifying and eliminating unnecessary over-servicing.

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• Praise for Dynamic Supply ChainsA word about the title: Time for a reality check and a leap of faithForewordPreface: The power of reading and ‘thought leadership’Author’s acknowledgementsPublisher’s acknowledgementsIntroduction: Starting with the end in mindPart 1: Developing supply chain strategy Ch. 1 Coping with market volatility: the ‘new normal’Making the case for a new paradigm in supply chain designCh. 2 Customer conversations: looking from the ‘outside-in’How to reduce complexity and associated costsCh. 3 Designing supply chain strategiesHow to formulate strategies that reduce cost and improve serviceCh. 4 Internal cultural capabilityHow to align internal capabilities to propel multiple supply chainsCh. 5 Leading from the frontHow to revolutionise supply chain performance through inspired leadershipCh. 6 Designing responsive organization structuresHow to get your people working together, and focused on customersPart 2: Configuring supply chains to maximize performance Ch. 7 Collaborative supply chains: demand-sideHow to nurture the relationships cherished by truly ‘collaborative’ customersCh. 8 Lean supply chains: demand-sideHow to routinely deliver lowest cost outcomes for customersCh. 9 Agile supply chains: demand-sideHow to design and deliver capacity for a fast responseCh. 10 Campaign supply chains: demand-sideHow to deliver-in-full-on-time, every time, to project sitesCh. 11 Fully Flexible supply chains: demand-sideHow to design for major unexpected disruptionsCh. 12 Supplier conversations: supply-sideHow to give the supply-side better customer visibilityCh. 13 ‘Hybrid’ supply chainsHow to bring the demand-side and supply-side together Part 3: Executing supply chain managementCh. 14 New outsourcing business models that drive valueHow to turbo-charge supply chain operationsCh. 15 Service sector supply chainsHow to apply proven supply chain principles in the service sectorCh. 16 The new world orderHow to set your Agenda for the decade aheadCh. 17 Joining the dots to create dynamic institutionsHow to move from an operations mindset to full ‘business transformation’Afterword: Ending with the future in mindEndnotesSelected bibliographyA word about the authorIndex

John Gattorna has been working in corporate logistics networks and enterprise supply chains for 30 years. He's one of the most influential contemporary ‘thought leaders’ in the field. Many global companies have adopted his model, with significant results: a doubling of margins; big increases in revenue through increased customer satisfaction; and lower cost-to-serve across the board as a result of identifying and eliminating unnecessary over-servicing.

Select Guide Rating

• Praise for Dynamic Supply ChainsA word about the title: Time for a reality check and a leap of faithForewordPreface: The power of reading and ‘thought leadership’Author’s acknowledgementsPublisher’s acknowledgementsIntroduction: Starting with the end in mindPart 1: Developing supply chain strategy Ch. 1 Coping with market volatility: the ‘new normal’Making the case for a new paradigm in supply chain designCh. 2 Customer conversations: looking from the ‘outside-in’How to reduce complexity and associated costsCh. 3 Designing supply chain strategiesHow to formulate strategies that reduce cost and improve serviceCh. 4 Internal cultural capabilityHow to align internal capabilities to propel multiple supply chainsCh. 5 Leading from the frontHow to revolutionise supply chain performance through inspired leadershipCh. 6 Designing responsive organization structuresHow to get your people working together, and focused on customersPart 2: Configuring supply chains to maximize performance Ch. 7 Collaborative supply chains: demand-sideHow to nurture the relationships cherished by truly ‘collaborative’ customersCh. 8 Lean supply chains: demand-sideHow to routinely deliver lowest cost outcomes for customersCh. 9 Agile supply chains: demand-sideHow to design and deliver capacity for a fast responseCh. 10 Campaign supply chains: demand-sideHow to deliver-in-full-on-time, every time, to project sitesCh. 11 Fully Flexible supply chains: demand-sideHow to design for major unexpected disruptionsCh. 12 Supplier conversations: supply-sideHow to give the supply-side better customer visibilityCh. 13 ‘Hybrid’ supply chainsHow to bring the demand-side and supply-side together Part 3: Executing supply chain managementCh. 14 New outsourcing business models that drive valueHow to turbo-charge supply chain operationsCh. 15 Service sector supply chainsHow to apply proven supply chain principles in the service sectorCh. 16 The new world orderHow to set your Agenda for the decade aheadCh. 17 Joining the dots to create dynamic institutionsHow to move from an operations mindset to full ‘business transformation’Afterword: Ending with the future in mindEndnotesSelected bibliographyA word about the authorIndex

John Gattorna has been working in corporate logistics networks and enterprise supply chains for 30 years. He's one of the most influential contemporary ‘thought leaders’ in the field. Many global companies have adopted his model, with significant results: a doubling of margins; big increases in revenue through increased customer satisfaction; and lower cost-to-serve across the board as a result of identifying and eliminating unnecessary over-servicing.

Select Guide Rating

• Praise for Dynamic Supply ChainsA word about the title: Time for a reality check and a leap of faithForewordPreface: The power of reading and ‘thought leadership’Author’s acknowledgementsPublisher’s acknowledgementsIntroduction: Starting with the end in mindPart 1: Developing supply chain strategy Ch. 1 Coping with market volatility: the ‘new normal’Making the case for a new paradigm in supply chain designCh. 2 Customer conversations: looking from the ‘outside-in’How to reduce complexity and associated costsCh. 3 Designing supply chain strategiesHow to formulate strategies that reduce cost and improve serviceCh. 4 Internal cultural capabilityHow to align internal capabilities to propel multiple supply chainsCh. 5 Leading from the frontHow to revolutionise supply chain performance through inspired leadershipCh. 6 Designing responsive organization structuresHow to get your people working together, and focused on customersPart 2: Configuring supply chains to maximize performance Ch. 7 Collaborative supply chains: demand-sideHow to nurture the relationships cherished by truly ‘collaborative’ customersCh. 8 Lean supply chains: demand-sideHow to routinely deliver lowest cost outcomes for customersCh. 9 Agile supply chains: demand-sideHow to design and deliver capacity for a fast responseCh. 10 Campaign supply chains: demand-sideHow to deliver-in-full-on-time, every time, to project sitesCh. 11 Fully Flexible supply chains: demand-sideHow to design for major unexpected disruptionsCh. 12 Supplier conversations: supply-sideHow to give the supply-side better customer visibilityCh. 13 ‘Hybrid’ supply chainsHow to bring the demand-side and supply-side together Part 3: Executing supply chain managementCh. 14 New outsourcing business models that drive valueHow to turbo-charge supply chain operationsCh. 15 Service sector supply chainsHow to apply proven supply chain principles in the service sectorCh. 16 The new world orderHow to set your Agenda for the decade aheadCh. 17 Joining the dots to create dynamic institutionsHow to move from an operations mindset to full ‘business transformation’Afterword: Ending with the future in mindEndnotesSelected bibliographyA word about the authorIndex