Title Collaborative Principles for Better Supply Chain Practice
Subtitle Value Creation Up, Down and Across Supply Chains
Author Norman K. McLennan
ISBN 9780749480493
List price GBP 34.99
Price outside India Available on Request
Original price
Binding Paperback
No of pages 296
Book size 153 x 229 mm
Publishing year 2019
Original publisher Kogan Page Limited
Published in India by .
Exclusive distributors Viva Books Private Limited
Sales territory India, Sri Lanka, Bangladesh, Pakistan, Nepal, .
Status New Arrival
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Reviews:

“Provides some powerful insight into the latest supply chain practices. A great guide for supply chain professionals across the energy sector.”

Professor Paul de Leeuw, Director, Oil and Gas Institute, Robert Gordon University

 

“Competition now in the energy industry is fierce and key industry buyers are seeking smarter supply chains and focussing on strategic long-term partnerships. This book is a must-read for those forward-looking businesses who realize a change in mindset is key to future success.”

Joanne Leng MBE, Deputy Chief Executive, NOF Energy

 

“Norman’s book combines pragmatism and clarity in providing an extremely helpful ‘tool box’ for business practitioners built on his decades of observation and delivery to facilitate and realise the rewards of turning 20/20 hindsight into 20/20 foresight.”

John Best, Founder/CEO East of England Energy Group, UK


Description:

Hyper competition and globalization mean that markets are changing. There is aggressive competition, shortening product life cycles, financial pressures and ever more demanding customers and consumers. Companies need to adopt new practices and new ways of thinking, so they are looking at collaboration across supply chains to become more sustainable, efficient and economical. Collaborative Principles for Better Supply Chain Practice looks at behavioural and commercial collaborative business principles and their application by means of case studies which showcase collaboration success across the private, public and 3rd sectors.

Collaborative Principles for Better Supply Chain Practice covers different perspectives: the client looking down the supply chain, the suppliers looking up the supply chain and the inter-dependencies of organizations horizontally across the supply chain. The book explores operational and project-type environments in different industry sectors, which will help you think about your supply chain differently and optimize your processes to achieve supply chain excellence. Online supporting resources include a bonus chapter and web links.


Contents:

About the Author

Preface

Acknowledgements

How to use this book

Part One: Knowledge architecture around collaboration (the jewel in the crown)

Chapter 1: Introduction: The rationale for collaborative business practices across supply chains and why collaboration can be the jewel in the crown for organizations

Chapter 2: Collaborative arrangements: Different supply chain perspectives, drivers and interdependencies • Customer profiling • Contractor landscape analysis for awareness of interdependencies across the supply chain

Chapter 3: Raising the game – the CRAFT 8 Stage Life Cycle Model and ISO 44001: The evolution and emergence of a new global standard for collaborative working • Trends in organizational thinking and the pace of change • How to collaborate • Stage 1: Operational awareness • Stage 2: Knowledge • Stage 3: Internal assessment • Stage 4: Partner selection • Stage 5: Working together • Stage 6: Value creation • Stage 7: Staying together • Stage 8: Exit strategy activation • Conclusion

Chapter 4: The importance of stakeholder engagement in harnessing the benefits of collaborative working practices • Step 1: Identify stakeholders • Step 2: Analyse issues and reputation • Step 3: Set engagement objectives • Step 4: Action plan for engagement • Step 5: Evaluation plan • The tools and templates • Conclusion

Chapter 5: Pan-industry supply chain collaboration: An exemplar of solutions developed by and for the industry • Industry context • The application of good principles to address stormy waters • Stage 1: Planning • Stage 2: Contracting • Stage 3: Perform and pay • Conclusion

Chapter 6: Commercial risk and pricing considerations associated with collaborative versus traditional contracting arrangements • Limitation of risk associated with different contract pricing or remuneration regimes • Understanding contractor or supplier risk • The joint alliance steering group concept versus more adversarial contractual provisions to safeguard against failure or default

Part Two: Case studies of exemplar historical collaborative practice

Chapter 7: Case study 1: The Team Marine story – putting logic back into logistics • Background history • Why change? • The facts • Obstacles encountered and how they were overcome • Cost allocation and management mechanisms jointly developed, and the benefits of Team Marine • Scale of combined activity, and the benefits and results achieved under Team Marine • Why the Team Marine initiative succeeded: Core shared belief system and principles • Concluding reflections

Chapter 8: Case study 2: Captain – the impossible dream • Background history • The post-licence award challenge • Resilience and the development of new technology • Unconventional and unorthodox project route achieved through collaboration • Formation of a new collaborative contractor consortium • A novel fast track project approach • Piecing together the jigsaw • Conclusion

Chapter 9: Case study 3: Building supply chain functional excellence through collaboration with internal partners • Background • A new style of leadership • Initial diagnostic • Structured methodology • Conclusion

Chapter 10: Case study 4: Envoi – value creation through collaborative outsourcing of acquisition and divestment in the upstream E&P sector • A&D statistics • The keys to successful specialist consultant collaboration • The value of specialist consultants • Project development and execution process • A&D outsourcing collaboration: Case studies • The keys to successful A&D outsource collaboration: Plan and prepare properly • The reasons for failure: Poor and untimely planning and preparation • The facts about project marketing failure

Part Three: Case studies of exemplar collaborative practice in play or evolving

Chapter 11: Case study 5: Humanitarian relief – Food for the Hungry: daring to be different through collaborative innovation • Background • Ground transportation and rail needs • Governance, compliance and judicial challenges • The humanitarian needs situation in the DRC • Collaborative partnering for commodities planning, forecasting and funding • Collaboration in warehousing • Collaboration in commodity distribution • Conclusion

Chapter 12: Case study 6: The Oil and Gas Technology Centre • Background history to the formation of the OGTC • Creating value: The OGTC’S first year – one of tangible delivery • A snapshot of some of the innovative ideas being worked by the OGTC • Conclusion • Useful links

Chapter 13: Case study 7: All together now – improvements in collaboration in the pharmaceutical and biomedical life science sectors • Background, reach and impact of initiative • Perceived forward challenges and formation of a joint industry team • Scope of work and boundaries • Methodology • Results • Conclusion

Chapter 14: Case study 8: The emergence of digital procurement in the IT sector • The whole is greater than the sum of its parts • Heritage value proposition • Growth through collaborative innovation and automation • KnowledgeBus and KnowledgeKube: The basis for an integrated cutting-edge supply chain • Progora digital procurement solution – a faster, easier digital path to procurement? • Features of the technology • Transformation and opportunities created by the technology • Public sector practice • Conclusion

Further reading and useful websites

Index


About the Author:

Norman McLennan is a cross-industry leader in the area of supply chain management and business improvement. He is a visiting professor with the Robert Gordon University, Aberdeen. His professional industry experience spans over 30 years split between the oil and gas/energy, engineering and traditional construction sectors working in the UK, Europe and internationally with extensive supply chain management and commercial project management experience. The author is regularly invited to speak at related industry and professional bodies’ events and conferences.


Target Audience:

A great guide for supply chain professionals across the energy sector.

 

 
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