Book contents
- Frontmatter
- Contents
- Figures
- Tables
- Contributors
- Editor's Acknowledgments
- 1 Introduction – Leading within and across the functions
- Section I The Business Imperatives
- Section II The CXOs: Within the Functions
- 5 The Chief Marketing Officer – Creating, delivering and communicating value to customers
- 6 The Chief Sales Officer – Sell, sell, sell!
- 7 The Chief Supply Chain Officer – Designing and managing lean and agile supply chains
- 8 The Chief Manufacturing Officer – Process execution, improvement and design
- 9 The Chief Financial Officer – A capital position
- 10 The Chief Technology Officer – Corporate navigator, agent of change and entrepreneur
- 11 The Chief Information Officer – Achieving credibility, relevance and business impact
- 12 The Chief Human Resources Officer – Delivering people who can deliver
- 13 The Corporate Governance Officer – From company secretary to manager of governance processes
- 14 The Chief Communications Officer – Leading strategic communications
- 15 The SBU President – Perhaps the best job for the CEO-in-training
- 16 CXOs and the Line – Serving the internal customer
- Section III The CEO and the Leadership Team – Pulling it all together
- Conclusion
- Index
- References
7 - The Chief Supply Chain Officer – Designing and managing lean and agile supply chains
Published online by Cambridge University Press: 19 August 2009
- Frontmatter
- Contents
- Figures
- Tables
- Contributors
- Editor's Acknowledgments
- 1 Introduction – Leading within and across the functions
- Section I The Business Imperatives
- Section II The CXOs: Within the Functions
- 5 The Chief Marketing Officer – Creating, delivering and communicating value to customers
- 6 The Chief Sales Officer – Sell, sell, sell!
- 7 The Chief Supply Chain Officer – Designing and managing lean and agile supply chains
- 8 The Chief Manufacturing Officer – Process execution, improvement and design
- 9 The Chief Financial Officer – A capital position
- 10 The Chief Technology Officer – Corporate navigator, agent of change and entrepreneur
- 11 The Chief Information Officer – Achieving credibility, relevance and business impact
- 12 The Chief Human Resources Officer – Delivering people who can deliver
- 13 The Corporate Governance Officer – From company secretary to manager of governance processes
- 14 The Chief Communications Officer – Leading strategic communications
- 15 The SBU President – Perhaps the best job for the CEO-in-training
- 16 CXOs and the Line – Serving the internal customer
- Section III The CEO and the Leadership Team – Pulling it all together
- Conclusion
- Index
- References
Summary
The challenge for the operations function is to produce high-quality goods and services on time, at minimum cost while responding to shifting market demands. This requires understanding and management of the whole supply chain from beginning to end. Executives responsible for operations in both manufacturing and service businesses face similar challenges in supply chain optimization.
As outsourcing has increased and companies co-ordinate with customers and suppliers, the importance of operations management has progressed rapidly. In this chapter the authors outline the developments that have lifted the role of the senior operations officer into that of the chief supply chain officer (CSCO), and discuss the challenges faced today and those of the future.
The operations management task
Our objective today is to deliver the products and services our customers require on time, with perfect quality and at a minimum cost. Whether we make them ourselves or not is irrelevant for the customer.
(VP Manufacturing and Sourcing, pharmaceuticals company)Operations is responsible for producing the goods and services that the company sells. This function must orchestrate effective planning, organization and control of all the resources and activities necessary to manage the supply chain from beginning to end (see Figure 7.1). In today's business world, efficient supply chain management is necessary to remain competitive and profitable. Underperform, and customers and shareholders will punish you.
Management of the supply chain and transformation of business processes are two main areas of operations management's responsibility.
- Type
- Chapter
- Information
- Leading in the Top TeamThe CXO Challenge, pp. 113 - 142Publisher: Cambridge University PressPrint publication year: 2008