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1、supplychainstrategyANewsletterfromHarvardBusinessSchoolPublishingandTheMITCenterforTransportation&LogisticsDearReader:Isthereanyexecutivepositionthatrequiresadoptingmorerolesandlearningmorenewskillsthansupplychainmanager?Wedoubtit.Forthisreason,thisissueofSupplyChainStra
2、tegytacklesseveralnewchallengesthatsupplychainexecutivesarebeingcalledupontoaddresstoday.Inparticular,welookatthesupplychainmanager’schangingrolewithrespecttoseveralcorecorporatefunc-tions,includinginnovation(“RemakeYourSupplyChaintoSupportInnovation,”cover),decisionmaki
3、ng(“ItTakesaVillagetoRunaSupplyChain,”page4),andcorpo-ratecommunications(“TheNextCompanySpokespersonMayBeYou,”page12).Inthemidstofthisfuture-lookingstuff,we’llaskyoutopauseandlookinward.In“StrategicSourcingStartsHere,”onpage7,GartnerResearchconsultantsLindaCohenandAllieY
4、oungdrawfromtheirbook,Multisourcing:MovingBeyondOutsourcingtoAchieveGrowthandAgility,toprovideyouwithaframeworkforperformingacorporateself-assessment.Whyintheworldwouldyouwanttodothat?Forthegoodofyoursourcingstrategy.Theessentialfirststeptocreatinganapproachtosourcingthat
5、servestheoverallneedsofthecompany,theauthorsargue,istoperformastep-by-stepanalysisofthestateoftheorganization—itspriorities,needs,strengths,andweaknesses.Theadvicetheyofferistargetedtowardhelpingyoubuildaplatformformakingsmartersourcingdecisions.Finally,wedrawonthelarger
6、resourcesofHarvardBusinessSchoolPublishingtohelpyouconfrontauniversalmanagementchallenge:howtowinpeopleovertoyourpointofview.In“TacticsforChangingMinds,”onpage10,you’llfindpracticaladviceonhowtoopenpeople’smindstonewideas—askillallmanagerscanbenefitfromandonepar-ticularlyr
7、elevanttosupplychainexecutives.Ihopeyoufindthisissueespeciallythought-provokinganduseful.Sincerely,KenCottrillEditorNovember2005Volume1Number9supplychainstrategyANewsletterfromHarvardBusinessSchoolPublishingandTheMITCenterforTransportation&LogisticsRemakeYourSupplyaproduc
8、tafterlaunch—inotherwords,thesupplychainstrat-egyhelpssustaintheproduct’ssuccessinthemarketplace.Chaint
