Amazon Reviews
7 of 8 people found the following review to be helpful:
A Must Read, February 10, 2001
By Stephen E. Reiter
As the hype of the dot.com frenzy diminishes, the practical value of this work becomes even more compelling. The authors use numerous examples in industries such as automotive, electronics, services, etc. to provide insights into the gains attributed to the real-world application of their concepts. Beyond the advantages in the sales cycle, Poirier and Bauer focus on what can be construed as the most impactful learning of the entire work - the ability to take huge amounts out of the cost of doing business. The section on Sourcing and eProcurement cite numerous ways to take advantage of tried and proven strategies. Building on the authors former written works and hand-on involvement with several of the case studies - the reader will be brought to a revelation quite quickly.
With few exceptions the text is simple to read. Through the extensive use of case studies the concepts are easy to comprehend. While the dramatic changes caused by technology can cause non-technical leaders to avoid many works in the field, one should not be constrained by the topic. It is a fast read, non technical and provides many examples throughout the book that can be reviewed and readily adopted.
I would recommend this work to every CEO, CIO, CFO as well as those business leaders who understand their obligation to maximize earnings. It should be required reading in every business that wants to enhance shareholder value, and regardless of where the reader is, from the top to the lower levels of the organization. I might even suggest that senior leadership hand out copies of this book to their people and use it as a study aid on how to impact earnings.
The time for closing ones eyes to the fast paced world that I-supply chain provides in favor of the incremental improvement are over. Rest assured that your competitor will take note of this and react. Those who do not will either react at some point in the future or been severely impacted by the reality of those who do.
6 of 7 people found the following review to be helpful:
Sound Advice and Expert Guidance, May 4, 2001
By Robert Morris
I begin with a brief excerpt from the Introduction in which the authors offer some critically important definitions. "In simple terms, supply chain refers to those core business processes that create and deliver a product or service, from concept through development and manufacturing or conversion, into a market for consumption." The authors then clarify further when noting that supply chain management (SCM) involves methods, systems, and leadership which "continuously improve an organization's integrated processes for product and service design, sales forecasting, purchasing, inventory management, manufacturing or production, order management, logistics, distribution, and customer service."
These brief remarks answer the question "Within any organization, regardless of its size of nature, who should read this book?" In a word, everyone....or at least everyone with decision-making authority. Here in an uncommonly valuable single source is a wealth of information and analysis about what amounts to, in effect, the organizational equivalent of a neurological system. The authors brilliantly introduce a guiding framework both for the material which follows and for their reader's efforts to absorb and digest that material. They then explain what should be the interdependence of organizational connectivity and business strategy, examining with great care the beneficial impact of effective SCM on e-commerce initiatives. Much has been written about the opportunities which the Internet has created. The authors correctly assert that the greatest of these is the opportunity to achieve total connectivity.
Effective SCM ensures that all core business processes will maximize economies of scale in terms of any organization's strategic planning, marketing and sales, communications (especially with customers), resource allocation (especially human capital), order processing, and logistics. In Chapter 11, the authors focus on "The Need for Connectivity with Human Resources" and this material is especially well-positioned near the end of the book because all of the authors' earlier observations and suggestions really cannot have much impact unless and until an organization's most valuable assets are totally committed to SCM.
I agree with the authors that a "tsunami-like change" (ie the Internet) is overtaking global business. Sooner rather than later, all organizations will be directly or indirectly involved on a global basis...or they will washed away. What to do? "Business professionals are faced with at least three mandates" as "tsunami-like change" increasing in scope and velocity: "First, they need to make their internal constituents aware of the inevitability of the business-technology convergence and the enormous opportunity it affords the business. Second, they must be catalysts in moving their companies to the necessary external perspective so an advanced supply chain network can be constructed. Third, they have to create the forums, workshops, and pilots through which the value chain constellations can eventually be constructed." Pourier and Bauer explain how. They also explain why. True, this is a practical handbook for creating and then sustaining a "value chain constellation." But in quite significant ways, it is also a manifesto in which the authors share their heart-felt beliefs and carefully-reasoned convictions. I share their hope that those who read the book will then embrace the three mandates. The choice is theirs. If they accept the challenge, Pourier and Bauer have prepared them well to be effective leaders of Supply Chair Management.
3 of 3 people found the following review to be helpful:
Basic Guide to E-Commerce, October 26, 2002
By William Scott White
How to drive value to customers thru the use of e-commerce represents the central theme of the book. This text outlines how companies enable E-commerce through out their organization. Each aspect of the typical business organization, purchasing, engineering, planning and scheduling, marketing and sales are examined chapter by chapter in order to create a model for transforming the traditional business to E-Business. The authors appear to be targeting mid-level managers in medium size organizations who, from the author's perspective, are computer illiterate. Their analysis is outdated and does not represent the current state of supply chain commerce
The text was outdated even as it was published. Not only have Fortune 500 companies systems in place that the author represents as the future enhancement, but hospitals, schools and government agencies surpassed the frame of reference for this book by at least five years. E-commerce does offer opportunities to the companies that can seize right moment, product, or service that can exploit the juncture. Continued advancement in the software packages will only enhance the use of this media. But, be cautious, a company wishing to pursue e-commerce needs to establish goals and objectives and not simply use trial and error as these authors suggest.
Use this book as generic resource. The premise of the books intent still represents the current evolution of e-commerce. I believe e-business simply achieved Poirier's and Bauer's future expectations before they could publish this book
5 of 6 people found the following review to be helpful:
Good Supply Chain Management Thinking, February 13, 2001
By William Scott White
A great book that ties together the supply chain with electronic commerce and provides the information necessary to improve all areas of business
This `how to' book allows you to read and immediately apply the learnings to your business. It provides a useable roadmap for improving your supply chain and the authors dive right in with `real life' examples of how to get it done.
Contains very topical discussions, although some examples are already dated. Some of the dot coms mentioned have already taken a hit, however, this book shows that the power of the internet to change business process is still an idea that is gaining momentum.
Especially interesting is the comprehensive, 4 levels of supply chain optimization and the work on customer profiling and customer care.
0 of 0 people found the following review to be helpful:
Sound Advice and Expert Guidance, May 4, 2001
By Robert Morris
I begin with a brief excerpt from the Introduction in which the authors offer some critically important definitions. "In simple terms, supply chain refers to those core business processes that create and deliver a product or service, from concept through development and manufacturing or conversion, into a market for consumption." The authors then clarify further when noting that supply chain management (SCM) involves methods, systems, and leadership which "continuously improve an organization's integrated processes for product and service design, sales forecasting, purchasing, inventory management, manufacturing or production, order management, logistics, distribution, and customer service."
These brief remarks answer the question "Within any organization, regardless of its size of nature, who should read this book?" In a word, everyone....or at least everyone with decision-making authority. Here in an uncommonly valuable single source is a wealth of information and analysis about what amounts to, in effect, the organizational equivalent of a neurological system. The authors brilliantly introduce a guiding framework both for the material which follows and for their reader's efforts to absorb and digest that material. They then explain what should be the interdependence of organizational connectivity and business strategy, examining with great care the beneficial impact of effective SCM on e-commerce initiatives. Much has been written about the opportunities which the Internet has created. The authors correctly assert that the greatest of these is the opportunity to achieve total connectivity.
Effective SCM ensures that all core business processes will maximize economies of scale in terms of any organization's strategic planning, marketing and sales, communications (especially with customers), resource allocation (especially human capital), order processing, and logistics. In Chapter 11, the authors focus on "The Need for Connectivity with Human Resources" and this material is especially well-positioned near the end of the book because all of the authors' earlier observations and suggestions really cannot have much impact unless and until an organization's most valuable assets are totally committed to SCM.
I agree with the authors that a "tsunami-like change" (ie the Internet) is overtaking global business. Sooner rather than later, all organizations will be directly or indirectly involved on a global basis...or they will washed away. What to do? "Business professionals are faced with at least three mandates" as "tsunami-like change" increasing in scope and velocity: "First, they need to make their internal constituents aware of the inevitability of the business-technology convergence and the enormous opportunity it affords the business. Second, they must be catalysts in moving their companies to the necessary external perspective so an advanced supply chain network can be constructed. Third, they have to create the forums, workshops, and pilots through which the value chain constellations can eventually be constructed." Pourier and Bauer explain how. They also explain why. True, this is a practical handbook for creating and then sustaining a "value chain constellation." But in quite significant ways, it is also a manifesto in which the authors share their heart-felt beliefs and carefully-reasoned convictions. I share their hope that those who read the book will then embrace the three mandates. The choice is theirs. If they accept the challenge, Pourier and Bauer have prepared them well to be effective leaders of Supply Chain Management.
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