Welcome to “LEVERAGING SUPPLY CHAIN MANAGEMENT TO DRIVE ORGANIZATIONAL SUCCESS,” a digital publication that represents a significant deviation from the existing titles in supply chain management (SCM) education and talent development. The publication was designed and developed by the faculty of the University of Tennessee’s highly ranked Supply Chain Management program with a top down business perspective designed to cover the broad swath of topics that fall within the domain of end-to-end supply chain management, rather than reflecting a narrow functional view expanded to encompass the broader field of supply chain management from the perspective of that functional foundation—a “bottom up” view if you will.
The book also conveys a strategic perspective on the potential contribution of SCM to creating value for customers and for the entities engaged in the supply chain, taking a business managerial view rather than an operational or analytical view on the subject. Modern, integrated SCM creates capabilities that impact both top line revenue and bottom-line costs. The ability to increase profitability, improve asset management, and speed cash flows has drawn the interest of corporate leaders and investors. As a result, SCM is rapidly becoming a topic of critical importance for all business people to understand—not only those professionals working in supply chains, but also strategists and senior leadership, corporate finance and accounting, engineering, marketing, sales, information management and human resources. And it applies in both manufacturing and service industries.
The goal in developing the digital publication is to both educate students on the foundational components and decisions inherent to SCM as well as to broaden their view as to how SCM creates value beyond cost reduction and optimization to include enhancing customer and consumer value, improving fixed and working capital asset management, and speeding cash flows throughout the supply chain.
Shay Scott (B.S., M.S., MBA, and PhD from University of Tennessee) is Executive Director of the Global Supply Chain Institute at The University of Tennessee at Knoxville, widely recognized as one of the top programs globally for supply chain management. Shay also serves as visiting faculty at Vienna University of Economics and Business.
Prior to joining the University of Tennessee, Scott led the Americas International Logistics organization at Dell where he had responsibility for Dell's outbound supply chain from the US to points throughout the world. Dr. Scott holds a US patent for innovative logistics processes developed and implemented globally as a part of this project.
He has studied, worked, and traveled in 50 countries on six continents.
Ted Stank is the Bruce Chair of Excellence in Business and the lead Professor of the SCM program at the University of Tennessee at Knoxville (B.S. from U.S. Naval Academy; Ph.D. from University of Georgia). He is co-author of over 100 articles and five books, and works extensively on applied research, executive education, and consulting in various supply chain management strategy areas. Ted served as Chair of the Board of Directors of CSCMP in 2014-2015 after serving on the board for the previous 8 years.
Prior to his academic career, Ted served as an operations officer in the U.S. Navy and worked in sales and marketing for Abbott Laboratories Diagnostic Division.
He coached his 3 sons in lacrosse all the way through high school, taking 3rd place in state of TN varsity lacrosse 2009. He also sings lead vocals in a cover rock and roll band. He is not likely to quit his day job to pursue either of these interests full time, however.
Section 1: Strategic Implications of Supply Chain Management
Module 1: Supply Chain Strategy and Value
Module 2: Integrating the Internal Supply Chain
Module 3: Supply Chain Financial Impact
Module 4: Innovation in the Supply Chain
Module 5: Demand & Supply Integration
Module 6: Supply Chain Measurement
Section 2: Supply Chain Operating Elements
Module 7: Supply Chain Planning
Module 8: Supply Management (old 7)
Module 9: Manufacturing & Service Operations (old 8)
Module 10: Logistics Management (old 9)
Module 11: Inventory Management (old 10)
Module 12: Closed Loop Supply Chain Management (old 11)
Module 13: Aligning Supply Chain Operations For Total Value Optimization (old 12)
Section 3: Supply Chain Value Enablers
Module 14: Supply Chain Information Technology (old 13)
Module 15: Relationship Management (old 14)
Module 16: Network Design (old 15)
Module 17: Global Supply Chain Management (old 16)
Module 18: Risk Management (old 17)
Module 19: Sustainability (old 18)
Module 20: Talent Management (old 19)
Module 21: Supply Chain Management Future Trends (old 20)