COO’s Action Guide to Supply Chain Methodologies
COOs are strong operations persons, generally very close to the CEOs in their companies. They are also most times seen as the stand-in for the CEOs and in many cases do the leg work for the CEOs.
They are extremely good in tactical execution of the decisions and are efficiency-driven and cost-focused in their approach to decision making. In many cases, they are akin to the XO in the military setting, or chief officer of the ship – day-to-day in charge of operations.
In most cases, they have come up through the ranks, mainly in operations but might have spent some time in finance, sales or marketing. That is why they have very good knowledge of the entire business and can stand-in for the CEO when required.
Despite having good supply chain knowledge, there are several reasons most COOs never succeed in getting the best value out of their supply chains. Also, many boards see their COOs as weak in innovation, B2B collaboration and product phasing. Finally, most COOs lack the knowledge of full potential of their own supply chains, and the way to differentiate a good supply chain from a great supply chain.
This report discusses reasons for these shortcomings, and ways to overcome them.
If you want more information on this report – click here…
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