With the fall of trade barriers, global competition and company shareholder demands have become more intense, causing business leaders to seek further value generation within their supply chains and to begin focusing more on the financial side. The cost cutting and efficiency improvements skills and accomplishments of supply chain professionals to help obtain a competitive advantage for their organizations are quickly becoming insufficient.There is now a compelling need for supply chain professionals who act, think, and talk like financial managers. Although everything a supply chain professional does ends up on the balance sheet, income statement, or cash flow statement, very few supply chain management (SCM) professionals have a sufficient understanding of the financial side.From this book, readers will gain the financial perspective of their primary responsibilities of effectively managing working capital and inventory investments, evaluating and selecting suppliers, developing supplier performance capabilities, managing costs across the supply chain, and sourcing internationally.Designed for self-learning, training, and course instruction, this unique guide shows readers how to apply financial thinking, concepts, tools, and approaches to their SCM activities to better understand and manage them, as well as the way in which to present the impact of their performance results in financial terms that corporate executives and finance professionals understand and care most about. It bridges the gap between theory and application, and the divide between SCM and finance to meet the next level of demands of the global marketplace for improved performance and competitive advantage.Key FeaturesDetails the best practice characteristics of each of the primary SCM activities examined from a new perspectivePresents financial tools, techniques, and concepts in an easy-to-understand formatProvides exercises and cases that allow readers to apply the learned financial tools, techniques, and concepts to each SCM activity discussedOutlines the means for changing the prevailing view that SCM activities are strictly expenses to that of investmentsIllustrates how to model and translate the impact of SCM activities on key corporate financial performance indicators, such as return on investment (ROI), return on assets (ROA), and return on invested capital (ROIC)Teaches how to present the impact SCM performance results in financial terms to corporate executives and finance professionalsOffers supplemental resources for training and course instruction
Chapter 1: Supply Chain Finance OverviewSECTION IChapter 2: Evaluating and Selecting SuppliersChapter 3: Evaluating and Selecting Suppliers-The Financial PerspectiveChapter 4: Evaluating and Selecting Suppliers-ApplicationSECTION IIChapter 5: Developing Supplier Performance CapabilitiesChapter 6: Developing Supplier Performance Capabilities-The Financial PerspectiveChapter 7: Developing Supplier Performance Capabilities ApplicationSECTION IIIChapter 8: Managing Costs across the Supply ChainChapter 9: Managing Costs across the Supply Chain-The Financial PerspectiveChapter 10: Managing Costs across the Supply Chain-ApplicationSECTION IVChapter 11: Sourcing InternationallyChapter 12: Sourcing Internationally-The Financial PerspectiveChapter 13: Sourcing Internationally-ApplicationSECTION VChapter 14: Managing Inventory Investment EffectivelyChapter 15: Managing Inventory Investment Effectively-The Financial PerspectiveChapter 16: Managing Inventory Investment Effectively-Application
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