High-Value Supply Chain Integration   New research, practical priorities, actionable solutions Master new best practices for integrating demand, supply, and partners worldwide Bridge key “integration gaps” to maximize customer value and profit Improve performance in areas ranging from resource availability to returns From leading supply chain integration experts at the University of Tennessee’s Haslam College of Business In volatile, global environments, only well-integrated organizations can deliver superior customer outcomes and sustained profitability. Supply chain practitioners are on the frontlines of integration: they must bring together functions ranging from sales to logistics and a world of third-party suppliers. Integration is not easy, but proven solutions exist. In Achieving Supply Chain Integration, leading experts reveal what works and how to make it work.   The authors and contributors clarify what supply chain integration really means, and why it’s even more crucial than many companies realize. You’ll learn how to manage core conflicts that make integration difficult, so you can maximize value to both customers and your organization.   You’ll find example-based, research-driven insights for both internal and external integration, addressing issues ranging from culture to financial metrics. The authors share practical guidance on everything from building more innovative partner relationships to avoiding raw material shortages.   Whatever your supply chain or operations responsibilities, you need to integrate more effectively, and this guide will help you do it.   Supply chain integration can ensure a smoother, more efficient flow of products, and enable access to third-party resources and capabilities that would be costly or impossible to build internally. However, successful integration has proven challenging, especially as supply chains evolve to encompass even more external partners.   Achieving Supply Chain Integration shows how to prioritize which processes and functions to integrate and select integration strategies likely to deliver the greatest performance benefits. Drawing on actual successes and failures, UT’s researchers illuminate best practices and common mistakes. They present proven approaches to integrating sales, marketing, core supply chain functions such as procurement and logistics, and widely diverse partner relationships.   Whether you’re a practitioner or student, this guide will help you approach integration projects with “eyes open”–so you can mitigate risks and maximize value. Understanding what integration is and isn’t, and why it matters so much Bridging the integration gap to maximize value creation Fully leveraging information in internal and external integration Driving more value by integrating purchasing and logistics Aligning market, environmental, social, and political strategies Achieving deeper demand/supply integration Reducing product returns through better internal integration Building more innovative, collaborative supplier relationships

Table of Contents:
Preface    viii Chapter 1: Integration: What It Is, What It Isn’t, and Why You Should Care    1 Integration and Supply Chain Management    4 What Factors Lead to Integration?    6 What Are Integration’s Performance Implications?    7 Solidifying Our Understanding of Integration    8 Toward Consensus on Cross-Functional Integration    10 Extending Previous Definitional Work on Integration    15 Planting the Seeds for Integration    18 Tools Available to Managers    21 Conclusion    24 Endnotes    25 Chapter 2: Bridging the Integration Gap    27 The Difficulty in Integrating    30 Interfunctional Bias    31 General Methods for Overcoming Conflict Within Integration    32 Interest-Based Problem Solving and Collaborative Communication    35 Conclusion    45 Endnotes    46 Chapter 3: Maximizing Organizational Value Creation Across the Great Divide    47 The Demand and Supply Integration Journey    50 Four Examples of the DSI Journey    53 Managerial Implications    68 Conclusions    75 About the Research    75 Endnotes    77 Chapter 4: The Role of Information in Internal and External Integration    79 The Importance of IT Infrastructure Integration to Supply Chain Effectiveness    80 The Role of Operating Models in Relation to Integration    82 Conclusions    85 Endnotes    88 Chapter 5: Bending the Chain: Deriving Value from Purchasing-Logistics Integration    89 The Surprising Challenge: Purchasing and Logistics Integration    93 Supply and Demand Disconnects    96 The Research: Linking Purchasing and Logistics Integration (PLi) to Improved Functional and Financial Performance    98 Best Practices    107 Seven Actions a Supply Chain Leader Can Take Today    118 How High Is Your PLi?    120 Endnotes    122 Chapter 6: Getting Aligned: The Benefits of Integrating Market, Environmental, Social, and Political Strategies Within the Organization    123 How Do Executives Engage in Strategic Management?    125 The Alignment Framework    127 Applying the Alignment Framework    129 Integrating Market and Nonmarket Strategies    136 Conclusion    144 Endnotes    144 Chapter 7: Achieving Demand and Supply Integration    147 The Idea Behind DSI    148 How DSI Is Different from S&OP    149 Signals That Demand and Supply Are Not Effectively Integrated    151 The Ideal Picture of Demand and Supply Integration    152 DSI Across the Supply Chain    157 Typical DSI Aberrations    160 DSI Core Principles    164 Critical Components of DSI    166 Characteristics of Successful DSI Implementations    172 DSI Summary    175 Endnotes    175 Chapter 8: Sell Right, Not More: Leveraging Internal Integration to Mitigate Product Returns    177 A Returns Management Overview: Inspiring Internal Integration    178 The Challenge of Managing Returns    190 Thoughts and Observations    200 Endnotes    201 Chapter 9: Supplier Integration via Vested Relationships    203 The Sourcing Continuum    204 Seven Sourcing Business Models    210 Supplier Integration via Vested Relationships    226 Conclusion    234 Endnotes    235 Chapter 10: Raw Material Feast or Famine: Integrating Supply Networks to Overcome Resource Scarcity    239 Supply Risk—It Is There, Whether You Manage It or Not    241 Understanding the Network of Risks    242 Managing the Network of Risks: Detection, Mitigation, and Recovery    243 Integration as an Enabler of Continuity and Resiliency    248 A Network Approach to Managing Supply Disruptions Through Integration    253 Natural Resource Scarcity and the Dynamic Global Supply Network    260 Conclusion    264 Endnotes    265 Chapter 11: Integrating Ideas and Environments: Blending Marketing Strategy with Context for Organizational Success    267 The Study: Integrating Marketing Strategy with a Firm’s Internal and External Conditions    273 Conclusion    293 Endnotes    294 Chapter 12: External Barriers to Integration: Tearing Down the Walls    297 Conceptualizing Integration    300 Defining the Types of Barriers    302 Concluding Thoughts    311 Endnotes    312 Index    313