Supply Chain Management and Business Performance – The VASC Model

<p>Contents</p>
<p>Acknowledgments ix</p>
<p>Foreword xi</p>
<p>Introduction&nbsp;&nbsp; xv</p>
<p>Chapter 1. Managing Performance: Objectives and Managers Needs&nbsp;&nbsp;&nbsp; 1</p>
<p>1.1. Towards greater organizational agility&nbsp; 2</p>
<p>1.1.1. Some basic trends and their impacts on businesses&nbsp; 3</p>
<p>1.1.2. The evolution of business models: some examples from different sectors.&nbsp;&nbsp; 10</p>
<p>1.1.3. Divergences, but above all, major trends in performance management&nbsp;&nbsp; 38</p>
<p>1.2. Needs and objectives of the CEO and the Board&nbsp; 45</p>
<p>1.2.1. The objectives of the CEO and the Board&nbsp; 46</p>
<p>1.2.2. Needs in terms of information quality and responsiveness&nbsp;&nbsp; 55</p>
<p>1.3. Financial directors needs and objectives 58</p>
<p>1.3.1. The involvement of a Chief Financial Officer (CFO) in the strategic process: from business model to business plan&nbsp; 60</p>
<p>1.3.2. Optimizing the business finance structure&nbsp; 66</p>
<p>1.3.3. New objectives in financial strategies 70</p>
<p>1.4. Supply chain management and operations management&nbsp; 81</p>
<p>1.4.1. Supply chain management: definition and positioning 81</p>
<p>1.4.2. Objectives that require a transverse approach 88</p>
<p>1.5. Conclusion&nbsp; 97</p>
<p>Chapter 2. Management Techniques and Tools&nbsp; 99</p>
<p>2.1. Tools for managers&nbsp; 100</p>
<p>2.1.1. Tools for measuring the creation of value&nbsp; 100</p>
<p>2.1.2. Tools for managing the value chain or the strategy deployment chain&nbsp;&nbsp; 105</p>
<p>2.2. Tools at the disposal of CFOs&nbsp; 116</p>
<p>2.2.1. The difficult reconciliation of time horizons&nbsp; 117</p>
<p>2.2.2. The importance of management control as</p>
<p>a support for financial steering&nbsp; 127</p>
<p>2.3. The supply chain manager s tools&nbsp;&nbsp; 142</p>
<p>2.3.1. Repository of good practices&nbsp;&nbsp;&nbsp; 142</p>
<p>2.3.2. Organizational models adapted to transversal management&nbsp;&nbsp;&nbsp; 150</p>
<p>2.3.3. Tools for operational steering and their connection with financial steering&nbsp;&nbsp;&nbsp; 158</p>
<p>2.3.4. New tools for more financial objectives&nbsp;&nbsp; 166</p>
<p>2.4. Conclusion&nbsp; 174</p>
<p>Chapter 3. New Ways to Steer Supply Chain Performance 177</p>
<p>3.1. Supply chain management through improvement of operational performance&nbsp;&nbsp;&nbsp; 184</p>
<p>3.1.1. Performance steering and the value creation process 184</p>
<p>3.1.2. Value tree (modeling financial equations)&nbsp; 187</p>
<p>3.1.3. The link between business indicators and financial strategy 191</p>
<p>3.1.4. Supply chain business model&nbsp;&nbsp;&nbsp; 198</p>
<p>3.1.5. From business model to steering supply chain value creation&nbsp; 200</p>
<p>3.2. Impacts of operational performance on financial management&nbsp; 202</p>
<p>3.2.1. The interrelations between changes in cost structure and EBITDA&nbsp;&nbsp; 204</p>
<p>3.2.2. The interrelations between changes in depreciation periods and cash flow&nbsp;&nbsp;&nbsp; 208</p>
<p>3.2.3. The interrelations between changes in stock levels and WCR&nbsp; 210</p>
<p>3.2.4. The cohesion of financing the supply chain business&nbsp; 211</p>
<p>3.3. Organization of the VASC model&nbsp;&nbsp;&nbsp; 213</p>
<p>3.3.1. A representation of the organization in terms of supply chain&nbsp; 214</p>
<p>3.3.2. An approach to steering the VASC model&nbsp; 220</p>
<p>3.4. Conclusion&nbsp; 225</p>
<p>Conclusion 229</p>
<p>Bibliography&nbsp;&nbsp; 235</p>
<p>Index&nbsp;&nbsp; 245</p>