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Lawrie Rumens and Andrew Purton of Oliver Wight show how ‘strategic planning’
can be made real by supply chain and manufacturing companies.
Strategy into action - Part 3 |
Part 1 |
Part 2
This can be a dynamic environment where uncertainty exists,
change is rife, demonstrated performance may be difficult
to determine, and resource is not well balanced.
Hence it is important that project progress, requested change,
authorisation for new projects and initiatives, resource management,
readiness for launch and delivery of the strategic plan are
reviewed monthly. And that decisions are taken to recover,
rebalance or reprioritise, with issues raised which will impact
the demand plan, the supply chain or the business plan for
resolution in a later step in the process.
More...
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Conspectus 2005
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Copyright © 2005
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