Advertisement

Business And Strategic Planning

  • David Frederick Ross
Part of the Chapman & Hall Materials Management/Logistics Series book series (CHMMLS)

Abstract

During the quarter century after the conclusion of the Second World War, U.S. manufacturers and distributors could achieve marketplace, profitability, and performance objectives without serious attention to the strategic planning needs of their individual enterprises or the supply chains in which they participated. The decade of the 1970s, however, brought a series of upheavals fueled by spiraling energy costs, economic inflation and uncertainty, and expanding overseas competition that required companies to move beyond their largely single-minded focus on operations planning and control. No longer could U.S. industry take market dominance for granted. The result was a growing interest in preparing the enterprise for change through a planning process that not only focused on business strategic elements, such as corporate objectives and resources, but also could guide the organization through the shoals of shrinking margins, the synchronization of world economies, increasing labor and materials costs, and the struggle for competitive advantage that characterized the decades that followed. Instead of stagnant, hierarchical, vertical organizations managing massive physical plant and productive assets, the paradigm rapidly shifted to highly agile, flexible organizations, dependent on information technologies and collaborative supply chain relationships centered on continuous cost reduction and optimization of core and channel resources. Today, the rapidly expanding global economy is requiring companies to acknowledge an entirely new set of dynamics based on geopolitical change, the ability of communications technologies to acess labor pools from any place on earth, and new concepts of product development, quality, and channels of distribution.

Keywords

Supply Chain Strategic Planning Business Unit Business Plan Income Statement 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. 1.
    Hayes, Robert H. and Wheelwright, Steven C., Restoring Our Competitive Edge. New York: John Wiley & Sons, 1984, p. 25.Google Scholar
  2. 2.
    Porter, Michael E., Competitive Strategy. New York: The Free Press, 1980, pp. 3–33.Google Scholar
  3. 3.
    These basic principles are elaborated by Kotler, Philip, Marketing Management, 6th ed. Englewood Cliffs, NJ: Prentice-Hall, 1988, p. 37.Google Scholar
  4. 4.
    Anthony, 6Robert N., The Management Control Function. Boston, MA: Harvard Business School Press, 1988, pp. 31–34.Google Scholar
  5. 5.
    Kotler, p. 33.Google Scholar
  6. 6.
    Porter, Michael E., Competitive Advantage. New York: The Free Press, 1985, pp. 62–163.Google Scholar
  7. 7.
    See the analysis in Porter, Competitive Advantage, p. 3.Google Scholar
  8. 8.
    Kotler, p. 42.Google Scholar
  9. 9.
    This section has been adapted from Schultz, Terry R., BRP: The Journey to Excellence. Milwaukee, WI: The Forum Ltd, 1986, pp. 23–30.Google Scholar
  10. 10.
    See the commentary in Dilger, Karen Abramic, “Say Good-bye to the Weakest Link with Supply-Chain Metrics,” Global Logistics and Supply Chain Strategies, 5, 6, 2001, pp. 34–40.Google Scholar
  11. 11.
    Kaplan, Robert S. and Norton, David P., “The Balanced Scorecard: Measures That Drive Performance,” Harvard Business Review, (January-February, 1992), pp, 71–79; Kaplan, Robert S. and Norton, David P., The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business School Press, 1996; and, Kaplan, Robert S. and Norton, David P., The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Boston: Harvard Business School Press, 2001.Google Scholar
  12. 12.
    Brewer, Peter C. and Speh, Thomas W., “Adapting the Balanced Scorecard to Supply Chain Management,” Supply Chain Management Review, 5, 2, 2001, pp 48–56.Google Scholar
  13. 13.
    Speh, Thomas W., “Adapting the Balanced Scorecard to Supply Chain Management,” Supply Chain Management Review, 5, 2, 2001, pp 48–56 Ibid.Google Scholar

Copyright information

© Springer Science+Business Media New York 2004

Authors and Affiliations

  • David Frederick Ross

There are no affiliations available

Personalised recommendations