MARC Record from Library of Congress

LEADER: 02043cam a2200325 a 4500
001 2010031878
003 DLC
005 20150604080433.0
008 100727s2011 njua b 001 0 eng
010 $a 2010031878
015 $aGBB0A7403$2bnb
016 7 $a015644017$2Uk
020 $a9780470874776 (hardback)
020 $a0470874775 (hardback)
035 $a(OCoLC)ocn650214722
040 $aDLC$cDLC$dYDX$dBTCTA$dUKM$dYDXCP$dSINLB$dBWX$dCDX$dNLGGC$dUKMGB$dDLC
050 00 $aHD38.5$b.S444 2011
082 00 $a658.7$222
084 $a85.34$2bcl
100 1 $aSehgal, Vivek.
245 10 $aSupply chain as strategic asset :$bthe key to reaching business goals /$cVivek Sehgal.
260 $aHoboken, N.J. :$bWiley,$cc2011.
300 $axxvii, 305 p. :$bill. ;$c24 cm.
490 1 $a[Wiley corporate F&A]
504 $aIncludes bibliographical references and index.
520 $a"The book starts by summarizing the current literature on business, functional (supply chain), and technology strategies. Then, it establishes a case for why none of these strategies in isolation can create the competitive advantage needed to achieve the goals of the business and why they must be aligned and must work together to be effective. Every argument in the book is supported with cases from the industry. Some of the cases I have relied heavily are Wal-mart (business strategy of being a "price leader" drives supply chain strategy to reduce costs), Cemex (business strategy of "differentiation" drives supply chain that is customer centric), and several other industry examples (Avon, Tyco, Rubbermaid, etc.) as they fit the argument being made at the time. The book concludes by consolidating the lessons learned and implementation guidance on how the 3 strategies and be pulled together resulting in a strategic roadmap."--$cProvided by publisher.
650 0 $aBusiness logistics.
650 0 $aStrategic planning.
830 0 $aWiley corporate F & A.
856 42 $3Cover image$uhttp://catalogimages.wiley.com/images/db/jimages/9780470874776.jpg