Supply Chain Management and Business Performance

Christelle Camman is Assistant Professor in Business Administration at Aix-Marseille University and researcher at CRET-LOG in France. Her research interests focus on the management of supply chain strategies and organizations.Claude Fiore Professor in Business Administration at Aix-Marseille University in France, specializing on the themes of management of financial and operational performances, and the control of management.Laurent Livolsi is Assistant Professor in Business Administration at Aix-Marseille University and researcher at CRET-LOG in France. He is director of the SNCF Logistics Chair in "Structuring and Management of Supply Chains".Pascal Querro is co-founder of the supply chain consulting firm VINCIA Consulting and Associate Professor at Aix-Marseille University in France. He has been assisting major international groups in their operational transformation projects in the supply chain for 25 years.

• Acknowledgments ixForeword xiIntroduction xvChapter 1 Managing Performance: Objectives and Managers’ Needs 11.1 Towards greater organizational agility 21.1.1 Some basic trends and their impacts on businesses 31.1.2 The evolution of business models: some examples from different sectors 101.1.3 Divergences, but above all, major trends in performance management 381.2 Needs and objectives of the CEO and the Board 451.2.1 The objectives of the CEO and the Board 461.2.2 Needs in terms of information quality and responsiveness 551.3 Financial directors’ needs and objectives 581.3.1 The involvement of a Chief Financial Officer (CFO) in the strategic process: from business model to business plan 601.3.2 Optimizing the business’ finance structure 661.3.3 New objectives in financial strategies 701.4 Supply chain management and operations management 811.4.1 Supply chain management: definition and positioning 811.4.2 Objectives that require a transverse approach 881.5 Conclusion 97Chapter 2 Management Techniques and Tools 992.1 Tools for managers 1002.1.1 Tools for measuring the creation of value 1002.1.2 Tools for managing the value chain or the strategy deployment chain 1052.2 Tools at the disposal of CFOs 1162.2.1 The difficult reconciliation of time horizons 1172.2.2 The importance of management control as a support for financial steering 1272.3 The supply chain manager’s tools 1422.3.1 Repository of good practices 1422.3.2 Organizational models adapted to transversal management 1502.3.3 Tools for operational steering and their connection with financial steering 1582.3.4 New tools for more financial objectives 1662.4 Conclusion 174Chapter 3 New Ways to Steer Supply Chain Performance 1773.1 Supply chain management through improvement of operational performance 1843.1.1 Performance steering and the value creation process 1843.1.2 Value tree (modeling financial equations) 1873.1.3 The link between business indicators and financial strategy 1913.1.4 Supply chain business model 1983.1.5 From business model to steering supply chain value creation 2003.2 Impacts of operational performance on financial management 2023.2.1 The interrelations between changes in cost structure and EBITDA 2043.2.2 The interrelations between changes in depreciation periods and cash flow 2083.2.3 The interrelations between changes in stock levels and WCR 2103.2.4 The cohesion of financing the supply chain business 2113.3 Organization of the VASC model 2133.3.1 A representation of the organization in terms of supply chain 2143.3.2 An approach to steering the VASC model 2203.4 Conclusion 225Conclusion 229Bibliography 235Index 245