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Very few executives would disagree that supply chains are undergoing a radical transformation. They will almost certainly be able to point to significant initiatives in their own supply chain. But are they the right initiatives?
In the past, companies urged their operations functions to add value through cost-containment initiatives. While the approaches may differ in the end, each of the Supply Chain Management tools of the 1980s and 1990s, including material resource planning, just-in-time production, kanban, continuous improvement, time-to-market, and total quality management focused on traditional issues of cost control and improving operating performance. These approaches are too narrowly focused to maximize supply chain value or drive corporate value. Yesterday''s view of the supply chain as a cost center no longer works.
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