In today’s fast‑shifting world, traditional supply chain planning is no longer enough. Legacy forecast‑driven systems are breaking under the weight of exploding complexity and rapidly changing consumer expectations. Technology alone cannot close the gap: planners need new skills, new mindsets, and new operating models.
This book introduces Right‑to‑Left (RtL) Planning, a new demand‑driven approach that starts with the customer and works backward to align supply with real demand signals. Blending frameworks, tools, and case studies, it offers a roadmap for building breakthrough capabilities, eliminating waste, and transforming planners into strategic architects of enterprise agility. The question isn’t whether this change is needed - it’s whether you’re ready to lead it.
Fellow, Global Supply Chain Institute
University of Tennessee
Department of Supply Chain Management
Michael H. Burnette is a Global Supply Chain Institute (GSCI) Fellow at the University of Tennessee. Burnette comes to the University of Tennessee after a 33-year career as a Supply Chain executive at Procter and Gamble. Most recently, Mike was the P&G Global Supply Chain leader for Skin Care (2+ billion dollar Olay brand) and P&G Global Supply Chain Leader for Hair Care (4 billion dollar Pantene and Herbal Essence brands). Mike’s supply chain leadership and expertise include: supply strategy/design, manufacturing, logistics, innovation, platform management, acquisitions, and human resources.
Currently, Burnette teaches supply chain courses at the University of Tennessee and leads the GSCI Applied Research program (white papers) as well managing other GSCI projects in the Advanced Supply Chain Collaborative. Additionally, Mike is a supply chain consultant and speaker.
He has co-written/published over thirty GSCI supply chain white papers including: “Talent – Our Most Important Resource,” “Platform Life Cycle Management Best Practices”, “Supply Chain Integration Strategy”, “End-to-end Supply Chain Synchronization Strategy Best Practices” and “Advanced Supply Chain Planning Leading Edge Practice. Mike is the co-author of the “Supply Chain Game Changers” book published in 2015 and has written articles for multiple supply chain journals.
Mike has been married for 40+ years to his wife, Sherri. They have 3 sons: Matt (P&G logistics), Tom (P&G manufacturing), and Scott (P&G manufacturing).
Assistant Professor of Practice; Director of Operations, Advanced Supply Chain Collaborative
Dan Pellathy is an assistant professor of practice and director of operations of the Advanced Supply Chain Collaborative at the University of Tennessee, Knoxville’s Haslam College of Business. Pellathy holds a doctorate in supply chain management from the University of Tennessee, Knoxville, an MBA/MPIA focusing on international economics from the University of Pittsburgh and a bachelor’s in philosophy and anthropology from Cornell University.
Pellathy’s professional background includes enterprise risk management. He continues to actively consult with companies on strategic supply chain planning, organizational alignment, supply chain risk management and end-to-end operational excellence.
His research interests include supply chain strategy and integration and organizational design, particularly creating sustainable business success. Pellathy’s research has been published in academic journals, including the Journal of Business Logistics, Journal of Supply Chain Management, the International Journal of Physical Distribution & Logistics Management and the International Journal of Logistics Management. He has co-authored numerous papers on forward-thinking topics in supply chain management that have been featured in practitioner outlets, including Supply Chain Quarterly, Supply Chain Management Review and has also been published by the Wall Street Journal.
Dr. Lance W. Saunders is an Associate Professor and Jerry & Suzanne Ratledge Professor of Supply Chain Management in the Haslam College of Business at the University of Tennessee. Dr. Saunders’ primary research interest is supply chain planning with work focused on network design, agility, disruption management, new product launches, and sustainability. His research has been published in leading supply chain management and operations management academic journals and has been featured in numerous media outlets.
Chapter 1: Introduction to Right-to-Left Planning
Chapter 2 Defining End-to-End Supply Chain Planning
Chapter 3 A Step-by-Step Process for RtL Planning Transformation
Chapter 4 RtL Playbook Step 1: Robust Business Assessment
Chapter 5 RtL Playbook Step 2: Robust Supply Chain Capability Assessment
Chapter 6 RtL Playbook Step 3: Select Demand Triggers
Chapter 7 RtL Playbook Step 4: Demand Planning
Chapter 8 RtL Playbook Step 5: Supply Planning
Chapter 9 RtL Playbook Step 6: Implementation
Chapter 10 Adapting RtL Planning to Unique Contexts
Chapter 11 RtL Case Studies: Learning Through Implementation
Chapter 12 Case Study 1: RtL Planning in a CPG Supply Chain
Chapter 13 Case Study 2: Implementation Challenges in a Food Production Supply Chain
Chapter 14 Case Study 3: Eliminating Safety Stock in an Electronics Supply Chain
Chapter 15 Next-Gen Talent for Next-Gen Planning