Our Lean Supply Chain Visibility initiative reshaped our operations and supply chain management operating model with fundamental new global capabilities to realize end-to-end lean and agile supply chains and a step change in information systems.—Andy Evans, Head of Global SC Planning, AstraZeneca It is not about improving the accuracy of the forecast and reducing the amount of uncertainty in the future, it is about eliminating the need for certainty.— Ronald W. Bohl, Senior Director of Supply Chain, Eli LillyControlling and monitoring of inventory has long been fully integrated into supply chain functions. Transportation and warehousing cost management are also key tasks for supply chain managers. From an end-to-end perspective, what really counts is what remains visible and measurable for our customers. It is not only about key performance indicators and delivery service but also the ability to properly communicate accurate and meaningful supply chain information in a multi-cultural and cross-functional environment across geographies.—Christophe Vidonne, Head of Supply Chain Management, and Dr. Ralph Billo, Head of Global Supply Chain Management at Novartis AH There is no better planning concept than the Rhythm Wheel, I am convinced of this.—André Wulff, former Planning Head, AstraZeneca Germany To meet our challenging goals we need a systematic and scientific approach for sustainable improvement of our processes. LEAN SCM is developing and providing the roadmap.—Thomas Semlinger, Head of Production PCI Europe / BASF Construction Chemicals E-EBEIf your company lives through a lean journey, this book will be a helpful compass throughout all the stages of it.—David Smith, Executive Vice President of Operations, AstraZeneca
