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Supply Chain Management and Business Performance : VACS Model.
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | , , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
London :
John Wiley & Sons, Incorporated,
2017.
|
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Half-Title Page; Title Page; Copyright Page; Contents; Acknowledgments; Foreword; Introduction; 1. Managing Performance: Objectives and Managers' Needs; 1.1. Towards greater organizational agility; 1.1.1. Some basic trends and their impacts on businesses; 1.1.2. The evolution of business models: some examples from different sectors; 1.1.3. Divergences, but above all, major trends in performance management; 1.2. Needs and objectives of the CEO and the Board; 1.2.1. The objectives of the CEO and the Board; 1.2.2. Needs in terms of information quality and responsiveness.
- 1.3. Financial directors' needs and objectives1.3.1. The involvement of a Chief Financial Officer (CFO) in the strategic process: from business model to business plan; 1.3.2. Optimizing the business' finance structure; 1.3.3. New objectives in financial strategies; 1.4. Supply chain management and operations management; 1.4.1. Supply chain management: definition and positioning; 1.4.2. Objectives that require a transverse approach; 1.5. Conclusion; 2. Management Techniques and Tools; 2.1. Tools for managers; 2.1.1. Tools for measuring the creation of value.
- 2.1.2. Tools for managing the value chain or the strategy deployment chain2.2. Tools at the disposal of CFOs; 2.2.1. The difficult reconciliation of time horizons; 2.2.2. The importance of management control as a support for financial steering; 2.3. The supply chain manager's tools; 2.3.1. Repository of good practices; 2.3.2. Organizational models adapted to transversal management; 2.3.3. Tools for operational steering and their connection with financial steering; 2.3.4. New tools for more financial objectives; 2.4. Conclusion; 3. New Ways to Steer Supply Chain Performance.
- 3.1. Supply chain management through improvement of operational performance3.1.1. Performance steering and the value creation process; 3.1.2. Value tree (modeling financial equations); 3.1.3. The link between business indicators and financial strategy; 3.1.4. Supply chain business model; 3.1.5. From business model to steering supply chain value creation; 3.2. Impacts of operational performance on financial management; 3.2.1. The interrelations between changes in cost structure and EBITDA; 3.2.2. The interrelations between changes in depreciation periods and cash flow.
- 3.2.3. The interrelations between changes in stock levels and WCR3.2.4. The cohesion of financing the supply chain business; 3.3. Organization of the VASC model; 3.3.1. A representation of the organization in terms of supply chain; 3.3.2. An approach to steering the VASC model; 3.4. Conclusion; Conclusion; Bibliography; Index; Other titles from iSTE in Systems and Industrial Engineering
- Robotics; EULA.