Two that have done so are Longs Drug Stores and Seven-Eleven Japan. Hau L. Lee and Seungjin Whang of Stanford's Graduate School of Business tell how that demand chain mastery has translated into performance numbers that are the envy of the industry. The balanced scorecard is a proven technique for assuring that all parts of an enterprise are working for the good of the whole. And as Peter C. Brewer and Thomas W. Speh of Miami University of Ohio point out, it can be applied quite successfully to supply chain management. In fact, a balanced-scorecard approach can bring new levels of operating efficiency and profitability to all of the supply chain partners. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Companies can choose from an array of supply chain technology.
But all too often the technology selected does not completely respond to their needs, creating information gaps. Stephen M. Rutner of Georgia State University and his co-authors have the report. The Advantage of Digital Loyalty Networks Sustainable supply chain partnerships are few and far between. The reason, say Robert E. Sabath and Himanshu Kumar of Deloitte Consulting, is that most collaborative arrangements are based on the faulty premise that all customers are equal. Yet some actually are more valuable than others.