Eight Steps Prologue Name Your Supply Chain Scenario Let''s Get Started Complete This Eight-Step Approach Set a Focused Objective to Connect the Market and Product Write a Supply Chain Construction Requirements Specification Study the Blueprint Before Beginning Construction In Summary The Blueprint--"Make It Work" You Don''t Know What You Don''t Know Follow the Blueprint Build a Forward Supply Chain--A Comprehensive Example In Summary Building Relationships Staffing the Dream Team Sign Up for the Journey Know When to Start and End a Supply Chain Construction Project Organize the Supply Chain Construction Project Educate and Train Build Trust within Parent Organization Relationships Develop Network Relationships Build Trust with External Relationships In Summary Cash Flow A Dollar Wise and 10 Million Foolish Get a Handle on the Balance Cash in on the Cash-to-Cash Cycle Let the Velocity and Variability Principles Guide Construction Build an Information Backbone Profit from the Margin Price Based on Cost Forecast Cash Replenishment Budget Cash for the Supply Chain Construction Project Fund the Construction Project In Summary Make Connecting the Dots Know What Your Customer Values Understand What Makes a Good Factory Select the Best Factory Compare Factory Price/Landed Costs for Distribution Prepare the RFQ Evaluate First Samples Optimize Midbound Logistics Costs Beware the Hidden Costs of Offshore Manufacturing In Summary Source When You Care Enough to Source the Very Best Start with Part Numbering Translate the BOM into Requirements for a Supply Base Practice Commodity Management Determine a Material Budget before Shopping for Suppliers Select the Best Supplier Optimize Inbound Logistics Costs Outsourcing the Supply Base: A Case Study In Summary Deliver Where in the World Has My Product Gone? Know the Nature of Market Demand Use Customer Preferences to Define Delivery Channels Understand What Makes a Good Distributor Embrace Specialized It Select the Best Distribution Network Optimize Outbound Logistics Costs In Summary Return No Deposit, No Return Accommodate Returns in the Forward Network Build a Reverse Supply Chain--A Comprehensive Example In Summary Demand Planning All Forecasts Are Wrong Focus on Consistent, Reliable Delivery Let the Vocalize and Visualize Principles Guide Construction Work from the Big Picture Forecast the Order Capture the Order Broadcast the Order In Summary Inventory Management In Stock, No Problem Ask These Eight Inventory Questions Get the Lay of the Land Push Inventory into the Push/Pull Boundary Set Lot Size, Reorder Point, Lead Time, and Safety Stock Pull Inventory Out of the Push/Pull Boundary In Summary Performance Measures--Make It Work Well You Get What You Measure Measure KPIs Work with This Basic Performance Measurement System Use a Value Circle to Make Comparisons Validate Performance to Gain Customer Acceptance Performance Diagnostics Improve the Margin Decrease the Network Inventory Investment Track Project Team Progress Against the Plan In Summary Using Excel to Plot a Value Circle Risk Management--"Make It Work in a Flexible, Risk- Tolerant Manner" Risky Business Complete the Current Supply Chain Construction Project Separate What You Can Control from What You Cannot Control Change the Product--If You Can Change the Network--If You Can Change the Business Model--If You Can Risk Management In Summary Epilogue Bibliography Cash Flow A Dollar Wise and 10 Million Foolish Get a Handle on the Balance Cash in on the Cash-to-Cash Cycle Let the Velocity and Variability Principles Guide Construction Build an Information Backbone Profit from the Margin Price Based on Cost Forecast Cash Replenishment Budget Cash for the Supply Chain Construction Project Fund the Construction Project In Summary Make Connecting the Dots Know What Your Customer Values Understand What Makes a Good Factory Select the Best Factory Compare Factory Price/Landed Costs for Distribution Prepare the RFQ Evaluate First Samples Optimize Midbound Logistics Costs Beware the Hidden Costs of Offshore Manufacturing In Summary Source When You Care Enough to Source the Very Best Start with Part Numbering Translate the BOM into Requirements for a Supply Base Practice Commodity Management Determine a Material Budget before Shopping for Suppliers Select the Best Supplier Optimize Inbound Logistics Costs Outsourcing the Supply Base: A Case Study In Summary Deliver Where in the World Has My Product Gone? Know the Nature of Market Demand Use Customer Preferences to Define Delivery Channels Understand What Makes a Good Distributor Embrace Specialized It Select the Best Distribution Network Optimize Outbound Logistics Costs In Summary Return No Deposit, No Return Accommodate Returns in the Forward Network Build a Reverse Supply Chain--A Comprehensive Example In Summary Demand Planning All Forecasts Are Wrong Focus on Consistent, Reliable Delivery Let the Vocalize and Visualize Principles Guide Construction Work from the Big Picture Forecast the Order Capture the Order Broadcast the Order In Summary Inventory Management In Stock, No Problem Ask These Eight Inventory Questions Get the Lay of the Land Push Inventory into the Push/Pull Boundary Set Lot Size, Reorder Point, Lead Time, and Safety Stock Pull Inventory Out of the Push/Pull Boundary In Summary Performance Measures--Make It Work Well You Get What You Measure Measure KPIs Work with This Basic Performance Measurement System Use a Value Circle to Make Comparisons Validate Performance to Gain Customer Acceptance Performance Diagnostics Improve the Margin Decrease the Network Inventory Investment Track Project Team Progress Against the Plan In Summary Using Excel to Plot a Value Circle Risk Management--"Make It Work in a Flexible, Risk- Tolerant Manner" Risky Business Complete the Current Supply Chain Construction Project Separate What You Can Control from What You Cannot Control Change the Product--If You Can Change the Network--If You Can Change the Business Model--If You Can Risk Management In Summary Epilogue Bibliography R>Start with Part Numbering Translate the BOM into Requirements for a Supply Base Practice Commodity Management Determine a Material Budget before Shopping for Suppliers Select the Best Supplier Optimize Inbound Logistics Costs Outsourcing the Supply Base: A Case Study In Summary Deliver Where in the World Has My Product Gone? Know the Nature of Market Demand Use Customer Preferences to Define Delivery Channels Understand What Makes a Good Distributor Embrace Specialized It Select the Best Distribution Network Optimize Outbound Logistics Costs In Summary Return No Deposit, No Return Accommodate Returns in the Forward Network Build a Reverse Supply Chain--A Comprehensive Example In Summary Demand Planning All Forecasts Are Wrong Focus on Consistent, Reliable Delivery Let the Vocalize and Visualize Principles Guide Construction Work from the Big Picture Forecast the Order Capture the Order Broadcast the Order In Summary Inventory Management In Stock, No Problem Ask These Eight Inventory Questions Get the Lay of the Land Push Inventory into the Push/Pull Boundary Set Lot Size, Reorder Point, Lead Time, and Safety Stock Pull Inventory Out of the Push/Pull Boundary In Summary Performance Measures--Make It Work Well You Get What You Measure Measure KPIs Work with This Basic Performance Measurement System Use a Value Circle to Make Comparisons Validate Performance to Gain Customer Acceptance Performance Diagnostics Improve the Margin Decrease the Network Inventory Investment Track Project Team Progress Against the Plan In Summary Using Excel to Plot a Value Circle Risk Management--"Make It Work in a Flexible, Risk- Tolerant Manner" Risky Business Complete the Current Supply Chain Construction Project Separate What You Can Control from What You Cannot Control Change the Product--If You Can Change the Network--If You Can Change the Business Model--If You Can Risk Management In Summary Epilogue Bibliography Wrong Focus on Consistent, Reliable Delivery Let the Vocalize and Visualize Principles Guide Construction Work from the Big Picture Forecast the Order Capture the Order Broadcast the Ord.