Strategic Supply Chain Management - Supply Chain Online

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ACKNOWLEDGMENTS
owe thanks to our assistant editor, Bridget Brace, who ensured that our
manuscript met the publisher’s guidelines for style and format and who
kept all the files straight over the many months of discovery and revision.
We’d also like to thank Erik Schubert, PRTM’s art director, for making the
charts for this book.
The following directors made the company profiles possible because of
their relationships: Shoshanah Cohen and Jan Paul Zonnenberg for Lilly;
Bob Pethick for Autoliv and GM; Brian Gibbs for Avon; Amram Shapiro and
Steve Pillsbury for Owens Corning; Jeff Berg and Mike Finley for the U.S.
Department of Defense; and Mike Anthony for Seagate Technology. We are
also indebted to Jennifer Parkhurst for her contributions to the Lilly profile.
And we thank PRTM business analysts Pranay Agarwal, Paul Ibarra,
Amanda Jenkins, Chris Barrett, Neil Kansari, and Andrew Yiu for early
research on these and other companies’ strength and history in supply chain
management. We’d also like to thank the following freelance writers:
Michael Cohen and Michael Lecky, for their contributions to the Autoliv
and DoD profiles respectively.
This book would not have come into existence without the championship
of Craig Divino, a recently retired director of PRTM who worked
on many supply chain challenges at companies in Europe and the United
States during his 25-year tenure at the firm. We are also indebted to
Gordon Stewart, PRTM’s Atlantic Region managing director, for his
exploration of PRTM’s history of leadership in supply chain management
in the Foreword.
As for the creation of the five disciplines explored in this book, there
are many contributors from the many worldwide offices of PRTM:
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For the strategy chapter, we are grateful to Tom Godward, Bob
Moncrieff, Craig Divino, Jim Welch, and Brad Householder.
For the process chapter, we are grateful to Didier Givert, Jakub
Wawszczak, Craig Divino, Torsten Becker, Hans Kuehn, and
Brad Householder, who provided significant input for the definition
of the five processes plan, source, make, deliver, and return
and how they work together to form an end-to-end supply chain.
We also thank Paul Cantrell, who researched some of the examples
in the chapter, and Peter Vickers, who provided significant
input for the four tests of supply-chain architecture.
For the organization chapter, we are grateful to Kate Fickle,
Gordon Stewart, Bob Moncrieff, and especially Craig Kerr,
who provided the framework for the evolution of the supply
chain organization.