Avoid a Supply Chain Apocalypse and Disasters! In his creative guide, Avoiding a Supply Chain Apocalypse - the Best of Dr. Tom, Dr. Tom DePaoli offers practical strategies and tactics, learned and tested from his purchasing and supply chain career. Here is an alternative approach to becoming a Supply Chain Doomsday Prepper. He does not recommend a single silver bullet or quick fix, but suggests a multi-faceted diverse approach to avoiding supply chain meltdowns. He states that here is no one size fits all in the supply chain. Visit drtombooks.com
The book includes:
- Advice on building relationships.
- How to admit supply chain mistakes and easily correct them.
- How to run a supply chain-based R&D department.
- How to market your supply chain strategy.
- Optimization of your supply chain.
Prepare now before a black swan supply chain disaster strikes!
Some comments include:
If you want to know how to avoid complete supply chain destruction, get this book. Dr. Tom DePaoli covers a variety of topics for his readers to enjoy. I especially like how Dr. Tom uses personal experiences and examples to enhance the points he is trying to make to his readers. The book Avoiding A Supply Chain Apocalypse, there are suggestions about making improvements, how to do things in the supply chain industry, and of course, to learn from mistakes. One tip is to do storyboards, Dr. Tom mentions the concept at the beginning of the book and then dedicates an entire chapter to storyboards for his readers to obtain a better understanding. Dr. Tom stresses that trust is an essential trait for all good leaders and all business deals. In conclusion, Dr. Tom succeeds in his premise.
My favorite new idea from the book is 'appreciative inquiry' defined by Dr. Tom as a systematic discovery process to search for what is best in an organization or its strengths. The value of this to procurement and supply chain professionals is in the alteration is can lead to in how we are perceived and the expanded scope of what we can accomplish. Procurement often goes out into the organization to understand the inner workings of a category or process. We have as our goal the desire to improve how spend is managed or how execution takes place. With appreciative inquiry, we still evaluate categories and processes, but with a focus on finding what is good about them and emphasizing that. The difference is subtle; we still identify opportunities for improvement, but the focus is on positive change. The end result is that the people participating in such evaluations feel like they are being recognized for their accomplishments rather than audited for their errors.
