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Spanish clothier Zara turns the rules of supply chain management on their head.
The result? A superresponsive network and profit margins that are the envy of the industry. Rapid-Fire Fulfillment by Kasra Ferdows, Michael A. Lewis, and Jose A.D. Machuca
Reprint R0411G
This document is authorized for use only in PGDM / Operations and Supply Chain Management by Dr. Sourabh
Bhattacharya at Institute of Management Technology, Hyderabad (IMT,HYD) from November 2013 to March 2014.
HBR Spotlight
The 21st Century
Supply Chain
COPYRIGHT © 2004 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
Managing the modern supply chain is a job that involves specialists in manufacturing, purchasing, and distribution, of course. But today it is also vital to the work of chief financial officers, chief information officers, operations and customer service executives, and certainly chief executives. Changes in supply chain management have been truly revolutionary, and the pace of progress shows no sign of moderating. In our increasingly interconnected and interdependent global economy, the process of delivering supplies and finished goods (and information and other business services) from one place to another is accomplished by means of mind-boggling technological innovations, clever new applications of old ideas, seemingly magical mathematics, powerful software, and old-fashioned concrete, steel, and muscle.
An end-to-end, top-to-bottom transformation of the twenty-first-century supply chain is shaping the agenda for senior managers now and will continue to do so for years to come. With this special series of articles, Harvard Business
Review examines how corporations’ strategies and structures are changing and how those changes are manifest in their supply chains.
The Articles
The Triple-A Supply Chain by Hau L. Lee
October 2004
The best supply chains aren’t just fast and cost-effective. They
Spanish clothier Zara turns the rules of supply chain management on their head.
The result? A superresponsive network and profit margins that are the envy of the industry. Rapid-Fire Fulfillment by Kasra Ferdows, Michael A. Lewis, and Jose A.D. Machuca
Reprint R0411G
This document is authorized for use only in PGDM / Operations and Supply Chain Management by Dr. Sourabh
Bhattacharya at Institute of Management Technology, Hyderabad (IMT,HYD) from November 2013 to March 2014.
HBR Spotlight
The 21st Century
Supply Chain
COPYRIGHT © 2004 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
Managing the modern supply chain is a job that involves specialists in manufacturing, purchasing, and distribution, of course. But today it is also vital to the work of chief financial officers, chief information officers, operations and customer service executives, and certainly chief executives. Changes in supply chain management have been truly revolutionary, and the pace of progress shows no sign of moderating. In our increasingly interconnected and interdependent global economy, the process of delivering supplies and finished goods (and information and other business services) from one place to another is accomplished by means of mind-boggling technological innovations, clever new applications of old ideas, seemingly magical mathematics, powerful software, and old-fashioned concrete, steel, and muscle.
An end-to-end, top-to-bottom transformation of the twenty-first-century supply chain is shaping the agenda for senior managers now and will continue to do so for years to come. With this special series of articles, Harvard Business
Review examines how corporations’ strategies and structures are changing and how those changes are manifest in their supply chains.
The Articles
The Triple-A Supply Chain by Hau L. Lee
October 2004
The best supply chains aren’t just fast and cost-effective. They