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The resources section contains the latest updates in the supply chain domain.

Company Primary (Supply Chain)	Strategy	Operating Model	Primary Focus of Operating Metrics	Tailored Practices
Toyota (Production System)	Increase share of world automotive market; global production capabilities	• Just-in-time manufacturing, proximity to points of • Toyota equity ownership and financing of suppliers (e.g., Keiretsu)	Customer response (e.g., product quality)	Quality control along the whole line TPS methods used throughout the chain Continuous improvement, root-cause analysis , and ‘fool-proof’ manufacturing processes Single Minute Die Changing techniques Kanban and supplier synchronization Collaboration among suppliers
IBM (Servers)	Diversified and valueadded provider of networked technology solutions to businesses	• Single face to customer • Extensive pre-and post sales support • Build-to-order manufacturing	Customer response (e.g., customer satisfaction, sales force productivity)	Consolidated customer fulfillment process Launch ‘buffer’ manufacturing Centralized procurement Consolidated and outsourced logistics
Cisco (Catalyst 4000)	Dominate the datacom networking market; Be an end-to-end solution provider	• Outsource physical chain • Focus on software vis-à-vis hardware • Provide platform leadership • Use M&A for acquiring new technologies	Efficiency (e.g., costs)	Standardized operational protocols to support assimilation of acquired companies Virtual manufacturing Quoting customers (long lead times to reduce noise) Shift to pull system ( via Kanban)
Rolls Royce (Aircraft Engines)	Compete globally and grow share and base; Revenue growth through increased services	• Full-line ‘engineered-toorder’ engine factories • Outsource lower valueadded manufacturing • Supplier risk revenue sharing	• Full-line ‘engineered-toorder’ engine factories • Outsource lower valueadded manufacturing • Supplier risk revenue sharing	Supplier councils and collaborative design Use of system integrators to foster collaboration among suppliers Lean manufacturing-based Rolls-Royce Production System
ExxonMobil (Downstream)	Maintain scale postacquisition via organic growth; maintain multiple superior brands	• Vertically-integrated company vis-à-vis upstream exploration and downstream • Distribution/conversion from the well-head to the pump	Efficiency (e.g., cost/bbl)	Run large refinery operations leveraging optimization methods Integrate downstream operations Global decision making via global organizations
Gillette	Branding of innovative consumer products	• Product innovation • Promote on-shelf availability	Customer response e.g., case fill rate and on-time delivery)	Packaging postponement Cross-functional alignment Partner demand and supply planning process alignment
Amazon	Be the largest one-stop shopping site on the internet; offer customers low prices, convenience, and a wide selection of merchandise	• Internet retail with unit-level picking and parcel fulfillment • Multi-tier network of inventories for distributed fulfillment from partners to offer scale and scope	Customer response (e.g., availability)	Drop ship fulfillment from multi-tier partner network Advanced batched-order warehouse picking, packing and shipping strategies Customer lead-time ‘service-window’ management
Metro Group (European Cash and Carry)	To expand to be the process and technology leader in emerging countries; to consistently provide fresh, high-quality merchandise in every country	• Self-serve wholesale customers pick up goods at outlets • Replenish outlets using a two-tier DSD cross-docking distribution network	Efficiency (e.g., supply chain costs)	LTL distribution network based on extensive break-bulk, cross-docking, DSD and differentiated flow Local versus centralized sourcing (perishables versus non-perishables) Replicable, standardized distribution network setup processes for entry into emerging countries.
Novartis	Globally market a broad portfolio of patent-protected and generic chronic-illness products	• Vertically-integrated supply chain that includes chemical operations • Production plants globally dispersed	Customer response (e.g., time-to-launch)	Development of production prior to a drug’s approval Drug substance used as the decoupling point for postponement and stored in ‘Turntable’ operations hub in Basel Centralized planning and scheduling

Regardless of what type of vendor a reader nominated, there are clear themes within the commentaries that accompanied most of the ballots. As with our first report last year — and probably forever — the most common 10 qualities that users looked for in their vendors were as follows:

1. Cost savings and identifiable ROI — Most readers are being measured on their ability to cut costs and show returns on supply chain investments, so they appreciate vendors that help them in that regard.

2. Reliability and ability to meet commitments — Particularly in the case of carriers and other outsourced services, on-time performance, every time with no surprises was the key performance metric.

3. Inventory reductions and cycle time improvement — Supply-chain improvement is primarily measured by lowering inventories and increasing their velocity, so software and services that support this effort are winners.

4. Flexibility and problem solving ability — Few supply chains run smoothly, so the ability to adapt quickly to change without missing a step is highly prized, along with the ability to customize solutions to meet evolving needs.

5. Visibility — Whether it's shipments, orders or inventory, companies want technology and service providers that can provide real-time information.

6. Continuous improvement — Companies want help improving their own processes, and they expect vendors to constantly improve their own.

7. Ease of use — Both technology and service providers have to make their offerings intuitive so users anywhere can gain full benefits with no training.

8. Can-do attitude — The greatest accolades were bestowed on those vendors that took on any challenge and found a way to accomplish a goal without complaints or excuses.

9. Global coverage — While not a universal requirement among carriers and 3PLs, the ability to provide service backed by local knowledge anywhere in the world is important to large and small companies.

10. Comprehensive service — Particularly in the case of 3PLs and other logistics providers, companies appreciate vendors whose range of services covers as many needs as possible.