Lean and Agile Value Chain Management

Ehap Sabri, Ph.D, CFPIM, is a business strategist, keynote speaker, and workshop leader sought after for his expertise in strategy development and supply chain management. Dr. Sabri has held a variety of advisory roles and provided consulting services for several Fortune 100 companies. He has worked with Caterpillar, IBM, Cummins, Toshiba, Vanity Fair, and Sprint to develop and implement best-practice strategies and processes to derive value and significant cost reductions. Dr. Sabri's book, Purchase Order Management Best Practices, is required reading in several MBA programs. He has also authored numerous book chapters and journal publications that give readers fresh insights into today's business and economic challenges. Ehap has a doctorate in Industrial Engineering from the University of Cincinnati in Ohio. He is an adjunct professor at the University of Dallas and the University of Texas-Dallas for the MBA and Ph.D. Programs. Dr. Sabri also serves as the board president for a nonprofit public charter school.Salim Shaikh, CPIM, CSCP has a Master's Degree in Industrial Engineering from Purdue University and a Master's in Business Administration from the University of Texas-Dallas. Salim has had a distinguished academic career and has maintained a constant pursuit of academic excellence by winning several awards and scholarships. He has 12 years of professional experience in management consulting, process improvement, project management, software development, advance planning and scheduling, and e-business solutions across several industries. As a management consultant, Salim has also provided training to several Fortune 500 companies, including Texas Instruments, Daimler Chrysler, Pepsi, Dell, IBM, Toshiba, Dillard's, Sony Entertainment, and Dole Foods, and has a proven record of success in adding value and achieving cost reductions. Currently, he holds the position of Senior Solution Architect at i2 Technologies in Dallas, Texas, which is viewed as a leader in solving supply chain and e-business problems. Salim has led training sessions and workshops on supply chain management for the faculty of the Eli Broad School of Business at Michigan State University, Smeal College of Business at Pennsylvania State University, Carey School of Business at Arizona State University, Smurfit School of Business at University College-Dublin, and the National University of Singapore. He is also a guest lecturer at the University of Texas-Dallas and the University of Dallas.

• Part I: Executive SummaryChapter 1: Big Picture of LAVC The Wake Call to Market RealityLAVC Principles and EnablersValue Chain Processes Challenges and SolutionsChapter 2: LAVC Building Blocks and Maturity LevelsBuilding Blocks and Evolution of LAVC LAVC Maturity LevelsPart II: Best Practice Processes Chapter 3: Supplier Relationship Management Super-ProcessIntroductionNorth-South and East-West Collaboration SRM ChallengesStrategic SourcingProduct DesignProcurementSupplier Relationship Management Super-process Workflow Chapter 4: Supply Chain Management Super-ProcessIntroductionSCM EvolutionGoal of SCMSCM ChallengesEnablers Strategic Management Sales & Operations Planning (S&OP) Demand FulfillmentSupply Chain Management Super-Process WorkflowSupply Chain Management Super-Process Workflow for the Retail-Fashion IndustryChapter 5: Customer Relationship Management Super-ProcessIntroductionCRM ChallengesEvolution of CRMFuture of CRMWho Is the Customer? Managing Customer RelationshipsCustomer Lifetime Value (CLV) Marketing ManagementSelling ManagementCustomer Service ManagementCustomer Relationship Management Super-Process WorkflowChapter 6: LAVC Technology Applications and TrendsIntroductionNew Generation of LAVC Technology InfrastructureSRM Enabled Software ApplicationsSCM Enabled Software ApplicationsCRM Enabled Software ApplicationsChapter 7: Transformation Program CycleIntroductionAligning the Transformation Program with Corporate GoalsDeveloping Vision, Objectives and Strategies of the Program Process AnalysisSelecting a Software Provider Calculating ROIDeveloping Program and Projects PlansProject ImplementationUpdating Performance Management System (PMS)Chapter 8: Change Management Supported ProcessesDeveloping a Winning Transformation TeamEducation and Cultural SupportCommunication ManagementTracking and ControllingEffective Performance Management SystemsClosing RemarksChapter 9: LAVC Transformation Case Study (Office Systems)Chapter 10: LAVC Success Stories and Lessons LearnedSRM Driven Success Stories Success Story #1: SRM Best Practices at Emerson Success Story #2: Supplier Portal for GESCM Driven Success Stories Success Story #3: Bluesalon's Journey with LAVC Concepts Success Story #4: Cooper Tire Rolls Out New System for Better Demand Fulfillment Success Story #5: Adtran's Solution for Global Value Chain Success Story #6: Managing Sprint's Value Chain Success Story #7: Global Supply Chain Management System at Fairchild Success Story #8: Performance Measurement Best Practices for SCM at Timken Success Story #9: Continental Tire Speeds Planning Cycles and Inventory Turns Success Story #10: Increasing Profits and Service Levels at Cementos Argos Success Story #11: Green Value Chain vs LAVC CRM Driven Success Stories Success Story #12: Customer-Centric Approach Drives Global Growth for Tata Steel Success Story #13: Lenovo's Superior Online Buying Experience Leads to Competitive Advantage Success Story #14: Whirlpool Transformation Program Success Story #15: The Dell Story - From Mass Customization to Mass HybridSuccess Story from the Service Industry Success Story #16: Manara Academy Charter School Using the Balanced Score Card (BSC) Index

"...a comprehensive study of program transformation and process redesign in the area of supply chain management, supplier relationship management and customer relationship management. The authors' thorough examination of the 'how to' should be a great guide for today's supply chain managers and senior executives." -Manoj Kolhatkar, CEO, Tata Yazaki AutoComp Limited; "This book brings practical proven tactics and step-by-step guidance into every aspect of value chain process redesign, giving business professionals a comprehensive framework for driving out costs, improving market share, and gaining a competitive advantage." -Michael Beitler, Ph.D., Author of Strategic Organizational Change