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Click on the links below to download the articles in PDF format.
 Six Sigma Supply Chain Management Q&A
James
B. Ayers
Supply Chain Comment, Volume 40, Sept/Oct 2006
by the Council of Supply Chain Management Professionals (CSCMP)
Lean, Six Sigma, and like initiatives should support a supply chain
management strategy. Many companies view initiatives that turn to
lean, Six Sigma, and even SCM as separate efforts. They can’t, or
don’t, “connect the dots” between them...
 Supply Chain Strategies
James B. Ayers
Information Systems Management,
Spring
1999
Stop
thinking as a standalone company; think as a supply chain! You need five
tools to design supply chains for competitive advantage. A case study
tells how to design such a supply chain to support a company strategy
for competing.
Supply
Chain Myths & Realities
James B.
Ayers
Auerbach Publishers Enterprise Operations Management Series 41-50-50, 2001
Six "myths" keep companies from reaching their
profit goals. How can you avoid the traps? The article describes various
approaches – ranging from low to high tech -- a company should consider
when designing its supply chain.
Proactive Systems for
Manufacturers & Distributors
Marsha Lewin, Keith Kennedy, and Jim Ayers
Information Strategy: the Executive's Journal,
Spring
1996
Technology opens up faster and cheaper ways of
working. An organization can push decision-making information and
authority down into employee hands. This means a paradigm shift,
including the role of systems and what to delegate.
Supply Chain
Information Systems: Putting the Process First
James B. Ayers
Information Strategy: the Executive's Journal, Spring 2000
Don’t get it backward! Do your homework as you
look for ways to put ERP and other systems to work. Five things you need
to know are: how the supply chain will be structured, where products are
in their life cycles, how much profit each segment produces, performance
measures, and organization constraints.
What Smokestack Industries Can Tell
Us About Reengineering
James B.
Ayers
Information Strategy: the Executive's Journal, Winter 1995
Manufacturers, because competitors can easily
invade their markets, are the first to feel the brunt of competitive
pressure. Service businesses, only recently facing new competition, can
learn from them.
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