Supply Chain Management - Chapter 22 Discussion Questions

Chapter 22 Discussion Questions

1. What is the difference between vision statement and mission statement?

1. A Vision Statement: Defines the optimal desired future state - the mental picture - of what an organization wants to achieve over time; Provides guidance and inspiration as to what an organization is focused on achieving in five, ten, or more years; Functions as the "north star" - it is what all employees understand their work every day ultimately contributes towards accomplishing over the long term; and Is written succinctly in an inspirational manner that makes it easy for all employees to repeat it at any given time.

1. Why is it important to have early supplier involvement ESI in new product development?

1. A Mission statement: Defines the present state or purpose of an organization; Answers three questions about why an organization exists - WHAT it does; WHO it does it for; and HOW it does what it does.

1. How would you make the distinction between Supply Chain Management and Value Network Management?

1. The objective of supply chain management is to manage the flow of products from suppliers to consumers. A whole series of related processes take place along the supply chain; they must be properly controlled in order for the company to deliver goods to end users while remaining competitive.
2. Value chain management is also concerned with the flow of goods to consumers, but takes a different approach. You might say it’s the complementary view of the process. The difference between the two is that in supply chain management, the flow is down – from the source to the consumer. In value chain management, the flow is up – from the consumer to the source.

1. How can preparation of an annual materials report listing all supply activities assist in selling VNM to senior management?

1. The preparation of an annual materials report listing of all supply activities assist in selling VNM to senior management in a way that it help proposed an overall goal for the first year of 10 percent on the cost of purchased materials, equipment, supplies, and services.

1. What are the characteristics of supply leaders such as David Nelson and Thomas Stallkamp that make them so effective?

1. Nelson success in leading those around him reflects his ability to facilitate discussion people focus on structural ideas, and reach a steadiness between competing viewpoints.  Thomas also deeply aware that there were critical supply chain management factors that would enable this leadership approach to produce dramatic results.  Thomas saw supply management was such a vigorous purpose for Chrysler, he was persistent that it report directly to the president of the firm. Thomas referred to as “key factors fro success.”