Abstract Guest lectures are widely used in supply chain courses to address the need to sell the c... more Abstract Guest lectures are widely used in supply chain courses to address the need to sell the course, lend credibility to the subject area,to show industry opportunity in supply chain management, and add cases and tools to courses. Inthat respect it is a valid way to address several widely shared supply chain curricula development,challenges. There is however hardly any guidance in the literature on how best to use guest lectures. Based upon a survey of the CSCMP Education Strategy Committee and of top academics as well as a workshop, we list a number of tips and tricks that educators can use. One of our most important findings is thatstudents expect senior executive guest lecturers tell interesting stories.In this paper we develop a categorizationof multiple types of guest lecturers, different approaches to guest lecturing, and more creative ways to use guest lecturers. Our framework,also addresses specific supply chain lecture concerns of making,our courses more cross functional...
International Journal of Operations & Production Management, 2006
Purpose -The purpose of this paper is to critically assess current developments in the theory and... more Purpose -The purpose of this paper is to critically assess current developments in the theory and practice of supply management and through such an assessment to identify barriers, possibilities and key trends. Design/methodology/approach -The paper is based on a three-year detailed study of six supply chains which encompassed 72 companies in Europe. The focal firms in each instance were sophisticated, blue-chip corporations operating on an international scale. Managers across at least four echelons of the supply chain were interviewed and the supply chains were traced and observed. Findings -The paper reveals that supply management is, at best, still emergent in terms of both theory and practice. Few practitioners were able -or even seriously aspired -to extend their reach across the supply chain in the manner prescribed in much modern theory. The paper identifies the range of key barriers and enablers to supply management and it concludes with an assessment of the main trends.
The International Journal of Logistics Management, 2010
Purpose -The purpose of this paper is to review and structure the literature on the integration b... more Purpose -The purpose of this paper is to review and structure the literature on the integration between marketing and supply chain management (SCM) and to contribute to the body of knowledge by developing a framework for integrating marketing and supply chain strategies. Design/methodology/approach -The paper draws its insights and conclusions from a review of the literature in both fields, marketing and SCM, followed by an interaction research approach which helped to refine and validate the theory-derived framework from the perspective of practitioners. Findings -In the existing body of literature on marketing and SCM integration, three perspectives can be differentiated: the interfunctional perspective, the process perspective and the perspective of integrated business concepts. The proposed framework builds on these perspectives and moves them onto a strategic level. Integrating marketing and supply chain strategies involves the management of four integration levels: corporate integration; strategic customer integration; strategic supplier integration and marketing and supply pipeline strategy integration. Practical implications -The proposed framework points managers at the managerial issues of marketing and supply chain strategy integration and illustrates the need for an interaction approach which challenges the traditional view of marketing in the demand creation and SCM in the demand fulfilment role. Originality/value -Marketing and SCM integration is a topic which has received considerable interest in both fields for the last 30 years. Despite the notion that a close integration can contribute to the company and even supply chain success, no contribution to date addresses the integration from a strategy perspective. This paper leverages existing knowledge and advances our understanding of the strategic integration issues companies are facing in today's supply chain network-based competition.
The International Journal of Logistics Management, 2010
Purpose -Many supply chain reconfiguration programs are launched each year. Despite a wealth of k... more Purpose -Many supply chain reconfiguration programs are launched each year. Despite a wealth of knowledge existing in the general management domain, there has been little work within the supply chain management domain on change. That which does exist deals with change to a technical -as opposed to non-technical -system. This leaves out many of the social and behavioral aspects of change. This paper aims to address this gap. Design/methodology/approach -The paper synthesized the general management and supply chain literature on change to create a framework to explore change within three supply chains. A multiple case study approach was adopted for the research. Longitudinal and quasi-longitudinal data were gathered and template analysis utilized to explore the cases contexts and the design choices they made in each of the change programmes. Findings -In all three cases, the change is non-linear and required re-planning and learning throughout the change effort to build the capacity and capability for change. In all three cases, the success of the change is facilitated through the use of cross-functional teams. Originality/value -Change leaders were involved in the research through co-authorship and a unique set of cross-case lessons learned were generated. The framework used in the analysis incorporates considerations previously ignored in the supply chain literature, including the non-linear, non-processual nature of change.
Supply Chain Management: An International Journal, 2011
Purpose -Guest lecturers (GLs) are a popular mechanism for transferring insights from industry in... more Purpose -Guest lecturers (GLs) are a popular mechanism for transferring insights from industry into supply chain programmes. With a scarcity of capable supply chain (SC) talent in today's labour market, there is real value in executives contributing to SC programmes at schools and universities. By guest lecturing they can "light the fire" in students about how exciting the field and practice are and how much potential there is in considering a career in SC management. Students on SC programmes can be shown part of the way towards modern SC practice for which there is a real need for more talent. However, it may be difficult to ensure GL effectiveness; it is neither the executive's job nor his/her profession and academics often find it hard to recruit GLs. Design/methodology/approach -Based on the hands-on experience of GLs and academics from multiple backgrounds, this paper develops both a framework that can help ensure effective use of the GL, and 11 specific tips and suggestions for recruiting and using GLs in SC programmes. Findings -It was found that there are more creative ways to use GLs in programmes than typically considered, as well as a wider recruitment of different types of GL than those most commonly sought after and most hard to recruit. Originality/value -This paper aims to assist educators in curriculum development and to help to ensure that, when executives offer up scarce time and experience, they maximise the impact of their service.
Supply Chain Management: An International Journal, 2012
The importance of supply chain alignment has been discussed since the birth of Supply Chain Manag... more The importance of supply chain alignment has been discussed since the birth of Supply Chain Management (SCM). Yet it remains a major challenge for supply chains. This paper aims to systematically review the cross disciplinary literature on supply chain alignment in order to identify, and develop constructs for enablers to alignment, and an associated set of hypotheses.
Supply Chain Management: An International Journal, 2009
Purpose -The purpose of this paper is to describe and detail practices that are commonly used to ... more Purpose -The purpose of this paper is to describe and detail practices that are commonly used to pursue short-term functional targets (e.g. end of month sales targets) at the expense of supply chain integration. It also aims to identify the key questions that financial analysts should be asking companies to ensure that they are not using those practices and thereby destroying shareholder value. Design/methodology/approach -The insights were gained from the authors' hands-on supply chain management experience and validated in discussions with supply chain executives across a range of industrial sectors (including electronics, consumer packaged goods and logistics service providers). Findings -The paper identifies three sales and customer service practices, and two financial practices that undermine the performance of the integrated supply chain. In response it suggests alternative practices and four key questions that financial analysts should ask companies to ensure that the performance of the integrated supply chain is not sabotaged -thereby helping supply chain managers. Practical implications -The paper can help supply chain managers dispose of value-destructive behaviour in their organizations by offering them screens/descriptions of poor practice which they can hold up to their peers as a mirror. It provides the business imperative for change, by identifying the key questions analysts should ask to uncover value-destroying activities. Originality/value -Supply chain managers often share their frustration with peers in anecdotal ways. The paper describes common practices and sources of frustration, using actual data and examples.
Supply Chain Management: An International Journal, 2010
Purpose -The purpose of this paper is to report on experiences from BAT's major supply chain reco... more Purpose -The purpose of this paper is to report on experiences from BAT's major supply chain reconfiguration program; it details practices, lessons learnt and do's and do nots. There is little research that reports on how to manage major supply chain reconfiguration programs, despite the fact that it is widely acknowledged that this can be challenging. Design/methodology/approach -This paper reports insights from industry, directly captured from the responsible managers in workshops and through co-author involvement. Findings -Seven key lessons are shared, including how to use S&OP, measurement and other specific change management tactics and practices. Practical implications -The findings reported in this paper are "straight from the horses mouth" and are very much informed by all the experience developed inside BAT. Coupled with the focus on overall lessons, the findings will be useful for many other supply chain executives engaged in major reconfigurations. Originality/value -This paper provieds an insight into a major supply chain design project in BAT over a six year period. This included access to senior decision makers and those actually running the change program. Case studies of this scale, scope and longitude are a rarity in supply chain strategy.
International Journal of Retail & Distribution Management, 2006
Purpose -This paper investigates the managerial challenges arising from the deployment of cross-c... more Purpose -This paper investigates the managerial challenges arising from the deployment of cross-company boundary-spanning teams to improve on-shelf availability. Design/methodology/approach -The study focuses on two, supplier employed teams, each merchandising their employers' timber-products within the stores of two leading UK DIY retail groups. Non-participant observation and self-administered questionnaires were used to investigate firstly, the association between reported merchandiser job satisfaction and various theoretical predictors (role ambiguity, role conflict, perceived organisational support and recognition) and secondly, differences in role perceptions between the two teams and their (retail store) customer representatives. Findings -The study reveals differentiated perceptions of merchandising management practice within the UK DIY retail sector. Whilst perceived organisational recognition was found to be positively associated with merchandiser job satisfaction, there was a significant difference in the perception of organisational support reported by members of the two merchandising teams. Research limitations/implications -The small number of merchandisers within each team limits more complex statistical analyses and the identification of potential interaction effects of other variables: notably retail store size and format. Practical implications -The findings from these cases suggest that practitioners need to attend to the behavioural aspects of boundary-spanning, inter-organisational supply chain activities, such as the deployment of supplier-employed, in-store merchandising teams, if these practices are to be effective. Originality/value -The behavioural aspects of inter-organizational supply chain practice have received little research attention to date, despite their acknowledged importance. This paper starts to redress this imbalance.
There has been a shift in the last few years from prescriptive models of supply chain strategy to... more There has been a shift in the last few years from prescriptive models of supply chain strategy to more embracing frameworks that accommodate a range of different approaches. However, there has been a tendency for these models to differentiate by product type. In order to achieve alignment between demand creation and fulfilment this basis for differentiation should, we conclude, change to buying behaviour. We have explored the opportunities for increasing customer responsiveness through the alignment of demand creation and fulfilment by means of empirical studies of six supply chains in three sectors (electronics, process industries and third-party logistics). Our study found that there is currently little evidence of such alignment in practice. There was a marked absence of proactive "management" of the supply chain, and a lack of alignment within the demand fulfilment process itself, and between the demand fulfilment and creation process (including new product introduction). Performance measures were used to optimise functional performance at operational levels within a supply chain rather than the performance of the supply chain as a whole.
This paper endorses demand chain alignment as a competence that supports effective product life c... more This paper endorses demand chain alignment as a competence that supports effective product life cycle (PLC) management. Demand chain alignment integrates the demand creation (historic domain of marketing) and demand fulfilment processes (domain of supply chain management), to develop and to deliver products that convey superior customer value while deploying resources efficiently. So far, the relationship between demand chain alignment and PLC management has only been addressed from an operations and demand/supply chain perspective, but not from a marketing perspective. Three research propositions, on the relationship between both concepts, are derived from a literature review and applied to a case study from a global player in the tobacco industry. The findings do not support the current view that the product life cycle is a marketoriented classification variable for demand chain strategies. Instead, demand chain alignment needs to link customer needs-based segments with the supply chain. Moreover, PLC management and demand chain alignment have a mutually reinforcing relationship, in which PLC management can facilitate the competence development, ensures a dynamic perspective and, at the same time, benefits from aligned demand creation and fulfilment processes. Based on the findings, a model integrating demand chain alignment and PLC management is proposed.
Markets are changing, with the demand for many products and services becoming increasingly uncert... more Markets are changing, with the demand for many products and services becoming increasingly uncertain in terms of magnitude, time, and place. The supply chains that produced the masscustomised products and services of the past do not have the capabilities to deliver the customised responses of the future. Building on a foundation of both literature and fieldwork, this paper explores the concepts and definitions surrounding customer responsive supply chains and proposes a framework of the capabilities, competencies and practices to support this. Preliminary results support the use of a model built around 4 'agile' capabilities (Goldman et al, 1995): enhancing customer value, co-operating to compete, mastering change and uncertainty and leveraging people and information, and suggests the introduction of a fifth, mastering complexity.
International Journal of Physical Distribution & Logistics Management, 2011
Purpose -Whilst there are a plethora of theoretical ideas regarding a segmented approach to suppl... more Purpose -Whilst there are a plethora of theoretical ideas regarding a segmented approach to supply chain strategy, there is paucity of empirical data. This paper aims to present the results of a field-based case study in a fast moving consumer goods company (FMCGCo) that sought to identify the most relevant basis for supply chain segmentation. Design/methodology/approach -Research carried out on a single instrumental case, FMCGCo. A four-stage research design was employed to develop and test an approach to developing a segmented supply chain strategy for FMCGCo supply chain Western Europe. Findings -The study identified demand profiling at an item level (using volume and variability classifiers) as the primary driver of supply chain strategy. It also developed a novel profiling tool. This not only segmented demand but identified through the introduction of the concept of filters a method for turning the results of the demand profiling analysis into a segmented supply chain strategy.
Abstract Guest lectures are widely used in supply chain courses to address the need to sell the c... more Abstract Guest lectures are widely used in supply chain courses to address the need to sell the course, lend credibility to the subject area,to show industry opportunity in supply chain management, and add cases and tools to courses. Inthat respect it is a valid way to address several widely shared supply chain curricula development,challenges. There is however hardly any guidance in the literature on how best to use guest lectures. Based upon a survey of the CSCMP Education Strategy Committee and of top academics as well as a workshop, we list a number of tips and tricks that educators can use. One of our most important findings is thatstudents expect senior executive guest lecturers tell interesting stories.In this paper we develop a categorizationof multiple types of guest lecturers, different approaches to guest lecturing, and more creative ways to use guest lecturers. Our framework,also addresses specific supply chain lecture concerns of making,our courses more cross functional...
International Journal of Operations & Production Management, 2006
Purpose -The purpose of this paper is to critically assess current developments in the theory and... more Purpose -The purpose of this paper is to critically assess current developments in the theory and practice of supply management and through such an assessment to identify barriers, possibilities and key trends. Design/methodology/approach -The paper is based on a three-year detailed study of six supply chains which encompassed 72 companies in Europe. The focal firms in each instance were sophisticated, blue-chip corporations operating on an international scale. Managers across at least four echelons of the supply chain were interviewed and the supply chains were traced and observed. Findings -The paper reveals that supply management is, at best, still emergent in terms of both theory and practice. Few practitioners were able -or even seriously aspired -to extend their reach across the supply chain in the manner prescribed in much modern theory. The paper identifies the range of key barriers and enablers to supply management and it concludes with an assessment of the main trends.
The International Journal of Logistics Management, 2010
Purpose -The purpose of this paper is to review and structure the literature on the integration b... more Purpose -The purpose of this paper is to review and structure the literature on the integration between marketing and supply chain management (SCM) and to contribute to the body of knowledge by developing a framework for integrating marketing and supply chain strategies. Design/methodology/approach -The paper draws its insights and conclusions from a review of the literature in both fields, marketing and SCM, followed by an interaction research approach which helped to refine and validate the theory-derived framework from the perspective of practitioners. Findings -In the existing body of literature on marketing and SCM integration, three perspectives can be differentiated: the interfunctional perspective, the process perspective and the perspective of integrated business concepts. The proposed framework builds on these perspectives and moves them onto a strategic level. Integrating marketing and supply chain strategies involves the management of four integration levels: corporate integration; strategic customer integration; strategic supplier integration and marketing and supply pipeline strategy integration. Practical implications -The proposed framework points managers at the managerial issues of marketing and supply chain strategy integration and illustrates the need for an interaction approach which challenges the traditional view of marketing in the demand creation and SCM in the demand fulfilment role. Originality/value -Marketing and SCM integration is a topic which has received considerable interest in both fields for the last 30 years. Despite the notion that a close integration can contribute to the company and even supply chain success, no contribution to date addresses the integration from a strategy perspective. This paper leverages existing knowledge and advances our understanding of the strategic integration issues companies are facing in today's supply chain network-based competition.
The International Journal of Logistics Management, 2010
Purpose -Many supply chain reconfiguration programs are launched each year. Despite a wealth of k... more Purpose -Many supply chain reconfiguration programs are launched each year. Despite a wealth of knowledge existing in the general management domain, there has been little work within the supply chain management domain on change. That which does exist deals with change to a technical -as opposed to non-technical -system. This leaves out many of the social and behavioral aspects of change. This paper aims to address this gap. Design/methodology/approach -The paper synthesized the general management and supply chain literature on change to create a framework to explore change within three supply chains. A multiple case study approach was adopted for the research. Longitudinal and quasi-longitudinal data were gathered and template analysis utilized to explore the cases contexts and the design choices they made in each of the change programmes. Findings -In all three cases, the change is non-linear and required re-planning and learning throughout the change effort to build the capacity and capability for change. In all three cases, the success of the change is facilitated through the use of cross-functional teams. Originality/value -Change leaders were involved in the research through co-authorship and a unique set of cross-case lessons learned were generated. The framework used in the analysis incorporates considerations previously ignored in the supply chain literature, including the non-linear, non-processual nature of change.
Supply Chain Management: An International Journal, 2011
Purpose -Guest lecturers (GLs) are a popular mechanism for transferring insights from industry in... more Purpose -Guest lecturers (GLs) are a popular mechanism for transferring insights from industry into supply chain programmes. With a scarcity of capable supply chain (SC) talent in today's labour market, there is real value in executives contributing to SC programmes at schools and universities. By guest lecturing they can "light the fire" in students about how exciting the field and practice are and how much potential there is in considering a career in SC management. Students on SC programmes can be shown part of the way towards modern SC practice for which there is a real need for more talent. However, it may be difficult to ensure GL effectiveness; it is neither the executive's job nor his/her profession and academics often find it hard to recruit GLs. Design/methodology/approach -Based on the hands-on experience of GLs and academics from multiple backgrounds, this paper develops both a framework that can help ensure effective use of the GL, and 11 specific tips and suggestions for recruiting and using GLs in SC programmes. Findings -It was found that there are more creative ways to use GLs in programmes than typically considered, as well as a wider recruitment of different types of GL than those most commonly sought after and most hard to recruit. Originality/value -This paper aims to assist educators in curriculum development and to help to ensure that, when executives offer up scarce time and experience, they maximise the impact of their service.
Supply Chain Management: An International Journal, 2012
The importance of supply chain alignment has been discussed since the birth of Supply Chain Manag... more The importance of supply chain alignment has been discussed since the birth of Supply Chain Management (SCM). Yet it remains a major challenge for supply chains. This paper aims to systematically review the cross disciplinary literature on supply chain alignment in order to identify, and develop constructs for enablers to alignment, and an associated set of hypotheses.
Supply Chain Management: An International Journal, 2009
Purpose -The purpose of this paper is to describe and detail practices that are commonly used to ... more Purpose -The purpose of this paper is to describe and detail practices that are commonly used to pursue short-term functional targets (e.g. end of month sales targets) at the expense of supply chain integration. It also aims to identify the key questions that financial analysts should be asking companies to ensure that they are not using those practices and thereby destroying shareholder value. Design/methodology/approach -The insights were gained from the authors' hands-on supply chain management experience and validated in discussions with supply chain executives across a range of industrial sectors (including electronics, consumer packaged goods and logistics service providers). Findings -The paper identifies three sales and customer service practices, and two financial practices that undermine the performance of the integrated supply chain. In response it suggests alternative practices and four key questions that financial analysts should ask companies to ensure that the performance of the integrated supply chain is not sabotaged -thereby helping supply chain managers. Practical implications -The paper can help supply chain managers dispose of value-destructive behaviour in their organizations by offering them screens/descriptions of poor practice which they can hold up to their peers as a mirror. It provides the business imperative for change, by identifying the key questions analysts should ask to uncover value-destroying activities. Originality/value -Supply chain managers often share their frustration with peers in anecdotal ways. The paper describes common practices and sources of frustration, using actual data and examples.
Supply Chain Management: An International Journal, 2010
Purpose -The purpose of this paper is to report on experiences from BAT's major supply chain reco... more Purpose -The purpose of this paper is to report on experiences from BAT's major supply chain reconfiguration program; it details practices, lessons learnt and do's and do nots. There is little research that reports on how to manage major supply chain reconfiguration programs, despite the fact that it is widely acknowledged that this can be challenging. Design/methodology/approach -This paper reports insights from industry, directly captured from the responsible managers in workshops and through co-author involvement. Findings -Seven key lessons are shared, including how to use S&OP, measurement and other specific change management tactics and practices. Practical implications -The findings reported in this paper are "straight from the horses mouth" and are very much informed by all the experience developed inside BAT. Coupled with the focus on overall lessons, the findings will be useful for many other supply chain executives engaged in major reconfigurations. Originality/value -This paper provieds an insight into a major supply chain design project in BAT over a six year period. This included access to senior decision makers and those actually running the change program. Case studies of this scale, scope and longitude are a rarity in supply chain strategy.
International Journal of Retail & Distribution Management, 2006
Purpose -This paper investigates the managerial challenges arising from the deployment of cross-c... more Purpose -This paper investigates the managerial challenges arising from the deployment of cross-company boundary-spanning teams to improve on-shelf availability. Design/methodology/approach -The study focuses on two, supplier employed teams, each merchandising their employers' timber-products within the stores of two leading UK DIY retail groups. Non-participant observation and self-administered questionnaires were used to investigate firstly, the association between reported merchandiser job satisfaction and various theoretical predictors (role ambiguity, role conflict, perceived organisational support and recognition) and secondly, differences in role perceptions between the two teams and their (retail store) customer representatives. Findings -The study reveals differentiated perceptions of merchandising management practice within the UK DIY retail sector. Whilst perceived organisational recognition was found to be positively associated with merchandiser job satisfaction, there was a significant difference in the perception of organisational support reported by members of the two merchandising teams. Research limitations/implications -The small number of merchandisers within each team limits more complex statistical analyses and the identification of potential interaction effects of other variables: notably retail store size and format. Practical implications -The findings from these cases suggest that practitioners need to attend to the behavioural aspects of boundary-spanning, inter-organisational supply chain activities, such as the deployment of supplier-employed, in-store merchandising teams, if these practices are to be effective. Originality/value -The behavioural aspects of inter-organizational supply chain practice have received little research attention to date, despite their acknowledged importance. This paper starts to redress this imbalance.
There has been a shift in the last few years from prescriptive models of supply chain strategy to... more There has been a shift in the last few years from prescriptive models of supply chain strategy to more embracing frameworks that accommodate a range of different approaches. However, there has been a tendency for these models to differentiate by product type. In order to achieve alignment between demand creation and fulfilment this basis for differentiation should, we conclude, change to buying behaviour. We have explored the opportunities for increasing customer responsiveness through the alignment of demand creation and fulfilment by means of empirical studies of six supply chains in three sectors (electronics, process industries and third-party logistics). Our study found that there is currently little evidence of such alignment in practice. There was a marked absence of proactive "management" of the supply chain, and a lack of alignment within the demand fulfilment process itself, and between the demand fulfilment and creation process (including new product introduction). Performance measures were used to optimise functional performance at operational levels within a supply chain rather than the performance of the supply chain as a whole.
This paper endorses demand chain alignment as a competence that supports effective product life c... more This paper endorses demand chain alignment as a competence that supports effective product life cycle (PLC) management. Demand chain alignment integrates the demand creation (historic domain of marketing) and demand fulfilment processes (domain of supply chain management), to develop and to deliver products that convey superior customer value while deploying resources efficiently. So far, the relationship between demand chain alignment and PLC management has only been addressed from an operations and demand/supply chain perspective, but not from a marketing perspective. Three research propositions, on the relationship between both concepts, are derived from a literature review and applied to a case study from a global player in the tobacco industry. The findings do not support the current view that the product life cycle is a marketoriented classification variable for demand chain strategies. Instead, demand chain alignment needs to link customer needs-based segments with the supply chain. Moreover, PLC management and demand chain alignment have a mutually reinforcing relationship, in which PLC management can facilitate the competence development, ensures a dynamic perspective and, at the same time, benefits from aligned demand creation and fulfilment processes. Based on the findings, a model integrating demand chain alignment and PLC management is proposed.
Markets are changing, with the demand for many products and services becoming increasingly uncert... more Markets are changing, with the demand for many products and services becoming increasingly uncertain in terms of magnitude, time, and place. The supply chains that produced the masscustomised products and services of the past do not have the capabilities to deliver the customised responses of the future. Building on a foundation of both literature and fieldwork, this paper explores the concepts and definitions surrounding customer responsive supply chains and proposes a framework of the capabilities, competencies and practices to support this. Preliminary results support the use of a model built around 4 'agile' capabilities (Goldman et al, 1995): enhancing customer value, co-operating to compete, mastering change and uncertainty and leveraging people and information, and suggests the introduction of a fifth, mastering complexity.
International Journal of Physical Distribution & Logistics Management, 2011
Purpose -Whilst there are a plethora of theoretical ideas regarding a segmented approach to suppl... more Purpose -Whilst there are a plethora of theoretical ideas regarding a segmented approach to supply chain strategy, there is paucity of empirical data. This paper aims to present the results of a field-based case study in a fast moving consumer goods company (FMCGCo) that sought to identify the most relevant basis for supply chain segmentation. Design/methodology/approach -Research carried out on a single instrumental case, FMCGCo. A four-stage research design was employed to develop and test an approach to developing a segmented supply chain strategy for FMCGCo supply chain Western Europe. Findings -The study identified demand profiling at an item level (using volume and variability classifiers) as the primary driver of supply chain strategy. It also developed a novel profiling tool. This not only segmented demand but identified through the introduction of the concept of filters a method for turning the results of the demand profiling analysis into a segmented supply chain strategy.
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Papers by Janet Godsell