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| Your Next Supply Chain |
| Interviews by Michael S. Hopkins |
| The supply chain is a bigger competitive differentiator than ever. But there’s no one right way to design it; David Simchi-Levi presents the six forces driving supply chain design. And when should you collaborate, when should you compete? Sometimes, the most “enlightened” and collaborative supplier relationships are the wrong kind to create. Charles Fine recommends: Assess not just your own company’s needs, but the maturity of your industry. |
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| Minding the Supply Savings Gaps |
| By P. Fraser Johnson and Michiel R. Leenders |
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. |
| Outcome-Driven Supply Chains |
By Steven A. Melnyk, Edward W. Davis, Robert E. Spekman and Joseph Sandor
The supply chains of tomorrow must deliver varying degrees of six outcomes — the traditional cost-related benefit plus responsiveness, security, sustainability, resilience and innovation — depending on key customers’ needs.
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| Increasing Supplier-Driven Innovation |
| By John W. Henke Jr. and Chun Zhang |
When customers collaborate with suppliers they can build trust, reduce relational stress, and increase innovation-related activities. |
| ‘Greening’ Transportation in the Supply Chain |
| By Susan L. Golicic, Courtney N. Boerstler and Lisa M. Ellram |
Even corporations with clear environmental aims fail to go the distance when it comes to their supply chains. But lessons from a small group of Fortune 500 companies can give them the direction they need. |
| What It Takes to Make ‘Star’ Hires Pay Off |
| By Boris Groysberg, Linda-Eling Lee and Robin Abrahams |
Many companies hire top-notch talent but then fail to reap the full benefits of those star employees. Often, the culprit is faulty managerial practices. |
| How to Change a Culture: Lessons From NUMMI |
| By John Shook |
GM and Toyota launched their joint auto plant where GM’s work force had been at its worst. Here’s what happened next. And why. |
| Why the Highest Price Isn’t the Best Price |
| By James C. Anderson, Marc Wouters and Wouter van Rossum |
How to practice value-based pricing that boosts profits and promotes better relationships with customers. |
| How Reputation Affects Knowledge Sharing Among Colleagues |
| By Prescott C. Ensign and Louis Hébert |
When it comes to knowledge sharing among R&D employees, professional reputations matter — but the chances of successfully garnering information from a colleague increase if the information is important. |
| Why Forecasts Fail. What to Do Instead |
| By Spyros Makridakis, Robin M. Hogarth and Anil Gaba |
The field of forecasting has advanced significantly in recent years. But managers need to learn from history about what they can and cannot predict, and develop plans that are sensitive to surprises. |
| Connecting the Dots in the Enterprise |
| An Interview with Andrew McAfee |
| Andrew McAfee’s new book looks at Enterprise 2.0 tools as a way to span organizational networks. |
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| The Importance of Meaningful Work |
| By Christopher Michaelson |
| Too often, business students see little overlap between the jobs they plan to do — and those they consider most socially responsible or would most enjoy. |
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| The Pitfalls of Promoting Entrepreneurship |
| By Martha E. Mangelsdorf |
| A new book examines the challenges — and potential benefits — of government programs designed to foster entrepreneurship. |
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| How Not to Market on the Web |
| By Alden M. Hayashi |
New research suggests that ads that complement online content can be effective — but not if they rouse consumers’ privacy concerns.
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