- Research Feature
- Read Time: 18 min
Accurate measurement of cost savings in the supply chain is easier said than done. But learning how to address the measurement and reporting challenges can make businesses more profitable and more competitive.
How have strategies for supply chain design changed in recent years? What are the forces most profoundly shaping them now? What kinds of models have emerged for companies to consider, choose among or learn from?
In this pair of twinned interviews, MIT professor and entrepreneur David Simchi-Levi and MIT professor Charles Fine — two of the world’s leading thinkers on supply chain and value chain design — offer answers to those questions and others.
When properly designed and operated, the traditional supply chain has offered customers three primary benefits—reduced cost, faster delivery and improved quality. But managers are increasingly recognizing that these advantages, while necessary, are not always sufficient in the modern business world. The supply chain should be designed and managed to deliver one or more of six basic outcomes: cost, responsiveness, security, sustainability, resilience and innovation.
We're putting the finishing touches on the winter issue of MIT Sloan Management Review, which we'll publish in early January. Today we're posting an element from our special report on supply chains, about Outcome-Driven Supply Chains. In it, Steven A. Melnyk, Edward W. Davis, Robert E.
Too often, discussions of contemporary economic issues end up either overly simplified for popular consumption -- or too jargony and technical to be followed by anyone but economists. A new book, Offshoring of American Jobs: What Response from U.S.
How has Microsoft adapted to the era of open source? A new book, Burning the Ships: Intellectual Property and the Transformation of Microsoft, gives a detailed view into that question.
“Not invented here” has become an outdated mind-set in the modern corporation, as shrinking product life cycles and rapid technological evolution have opened corporate attitudes toward external research and development partners. Yet three business school professors conclude that companies should be careful when selecting the partners with whom they collaborate.C
The “make or buy” decision has been a staple of industrial economics as far back as the start of the Industrial Revolution. So when perceived levels of outsourcing began to rise around the world over the past decade or two, researchers began to ask why.O
Increasing length, complexity and interdependence in supply chain contracts is resulting in more critical and costly supply disruptions, yet despite that risk, commodity procurement is mainly handled via long-term, fixed-price contracts containing naive terms and clauses in the case of breach. The risk of these breaches is very real.
As companies rely increasingly on external suppliers, there is an emerging and compelling need for “maestros”
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