For most of the time since the late-1980s, the market capitalization for Toyota roughly equaled, or exceeded, the sum of the “Big Three” in Detroit. Although wishful thinkers today attribute much of Toyota’s present profitability to currency manipulation of the Japanese yen, in the 1990s, with a depressed yen and an exploding U.S. stock market, Toyota’s market value still exceeded that of its much larger competitors. 
A new year is coming up. Time for more New Year’s resolutions and goal setting.
You and your supply chain will face a fresh set of challenges in 2017. We know it can be hard to decide what your focus should be when thinking strategically about your supply chain.
Many of the companies with which we come into contact in the course of our business are (or, were) rapidly growing companies. They were started some years earlier, and have been growing pretty steadily since their founding.
However, many times we are called in because the growth curve has become unsatisfactory. Perhaps the companies’ profits have been relatively flat for several years. Or, in some cases, profits have turned negative. As a result, executives and managers are looking for new ways to return their companies to a growth trajectory. Continue to Article…
In enlightening (video) interviews by Supply Chain Brain‘s Bob Bowman, Dave Stenfort, Director of Operations at Anritsu, talked about the supply chain management challenges he and his team have faced. Anritsu has experienced business expansion in the information and communication field. The company’s leading business division provides products and services used in the development, manufacture and maintenance of a range of communication systems ranging from mobile phones to the Internet on a worldwide scale.
Some time ago I had a conversation with one of my daughters. She was deeply concerned—and not a little irritated–about management decision-making at her work place. She has a master’s degree, and works in the education field, but the principle that arose in our discussion applies in all industries, every type of organization, and the full gamut of management.
Here is the scenario
The executive—in this case, my daughter’s boss—told her that she was going to make a management decision based on a process or metric—or to be more specific to the academic environment, a rubric (i.e., a process for scoring what might otherwise be a subjective decision).
However, after further discussions, my daughter discovered that whatever “process” or “rubric” was to be applied was purely and evidently subjective to her boss alone. That is to say, what was set forth to reduce an otherwise purely subject and intuitive decision to a “process” – a “rubric” – was merely that, a pretense. Any decisions being made remain purely subjective and were not correlated to a “process,” at all.