>Dear ICEIMT listees:
>
> By permission and suggestion of Ted Goranson, I am writing to
>inform you of a new book that may be of interest on supply chain design in
>a fast-clockspeed world. The information follows. Feedback on the book
>and its concepts are most welcome. Thank you.
>
>Charlie Fine, MIT
>--------------
>
>NEW BOOK ON STRATEGIC SUPPLY CHAIN DESIGN
>
> Perseus Books has just published a new book on supply chain design,
>entitled "Clockspeed," by Professor Charles Fine at MIT. The book
>approaches supply chain design from a strategic viewpoint and aims to
>complement much of the existing work on management of supply chain
>logistics. Examples are drawn from a wide variety of industrial settings,
>including semiconductors, computers, software, media/entertainment,
>automobiles, aerospace, telecommunications, pharmaceuticals, bicycles, and
>others.
>
> A couple of reviews are available at
>
>http://www.eb-mag.com/registrd/issues/9809/0998book3.htm
>
>and at
>
>http://www.amazon.com/exec/obidos/ISBN=0738200018/ .
>
>BOOK SYNOPSIS
>
>"Clockspeed: Winning Industry Control in the Age of Temporary Advantage"
>by Charles H. Fine, MIT (Perseus Books, 1998, ISBN=0738200018)
>
> Biologists study fruit flies because their rapid rates of evolution
>permit rapid learning that can then be applied to slower-clockspeed species
>-- like humans. This book shows how to learn from "industrial fruit
>flies" -- those fast-clockspeed industries, such as Internet services,
>personal computers, and multimedia entertainment, that evolve through new
>generations at breakneck speed. Furthermore, it demonstrates how to draw
>inferences from what we observe and provides a suite of tools to implement
>these ideas throughout an organization. Drawing from industries as diverse
>as bicycles, pharmaceuticals, and semiconductors, the book illustrates how
>every company must take ownership of a web of relationships that run
>throughout its chain of suppliers, distributors, and alliance partners.
> The book argues that each industry has its own evolutionary
>lifecycle (or "clockspeed"), measured by the rate of change in new
>products, processes, and organizational structures. Furthermore, it
>asserts that the ultimate core competency of an organizations is "supply
>chain design." That is, choosing what capabilities to invest in--designing
>and redesigning the firm's chain of capabilities for a series of advantages
>(often quite temporary) in a rapidly evolving world. Clockspeed not only
>presents some new "laws" of supply chain dynamics, but it also offers a set
>of practical recommendations for strategic capability chain design through
>implementable concepts for "Three-Dimensional Concurrent Engineering," the
>simultaneous pursuit of product development, process creation, and supply
>chain design.
>
>Key features of "Clockspeed: Winning Industry Control in the Age of
>Temporary Advantage"
>
>1. Recognition of the business function of supply chain DESIGN as distinct
>from, prerequisite to, and (possibly) more strategic than the function of
>supply chain MANAGEMENT. Characterization of supply chain design as the
>"ultimate" core competency because it is the competency of choosing well
>all other competencies.
>
>2. Explicit recognition of differing rates of evolution -- clockspeeds --
>in different industries and exploration of the implications of different
>clockspeeds for insights into supply chain design and business strategy.
>
>3. Use of the biological metaphor of benchmarking the "fruit flies" of
>industry, that is, the fast-clockspeed industries, to seek insights into
>evolution of all industries.
>
>4. Characterization of the "supply chain" as a "capability chain," and
>exploration of the strategic and managerial implications of thinking of
>such chains as chains of strategic assets that evolve dynamically and often
>independently (at different clockspeeds).
>
>5. Conception of supply chain design as integral to product and process
>design -- leading to the concept of Three-Dimensional Concurrent
>Engineering of product, process, and supply chain as a key tool for
>implementing the ideas above.
>
>
>---------------------------------------------------------------------
>Charles H. Fine
>Chrysler Leaders for Manufacturing Professor of Management
>Massachusetts Institute of Technology Tel: 1-617-253-3632
>Sloan School of Management Fax: 1-617-258-7579
>50 Memorial Drive, E53-393 email: charley@mit.edu
>Cambridge, Massachusetts 02139 www.clockspeed.com
>
>1998-99: on sabbatical as
>Visiting Professor
>Israel Institute of Technology (Technion)
>Davidson Faculty of Industrial Engineering and Management
>Room 509, Bloomfield Building
>Technion City, Haifa, Israel 32000
>Office Tel: 972-4-829-4500, Office Fax: 972-4-823-5194
>Home Tel: 972-6-656-7145
>
>"Time flies like an arrow; fruit flies like a banana." -- Groucho Marx
>"Time's fun when you're having flies." -- Kermit the Frog
>
>
>
>----
>The ICEIMT hypermail/searchable archives may be found at URL:
> http://tools.org/EI/ICEIMT/
>
--------------------------------------------------------------------- Charles H. Fine Chrysler Leaders for Manufacturing Professor of Management Massachusetts Institute of Technology Tel: 1-617-253-3632 Sloan School of Management Fax: 1-617-258-7579 50 Memorial Drive, E53-393 email: charley@mit.edu Cambridge, Massachusetts 02139 www.clockspeed.com
1998-99: on sabbatical as Visiting Professor Israel Institute of Technology (Technion) Davidson Faculty of Industrial Engineering and Management Room 509, Bloomfield Building Technion City, Haifa, Israel 32000 Office Tel: 972-4-829-4500, Office Fax: 972-4-823-5194 Home Tel: 972-6-656-7145
"Time flies like an arrow; fruit flies like a banana." -- Groucho Marx "Time's fun when you're having flies." -- Kermit the Frog _____________ Ted Goranson Sirius-Beta, Virginia Beach USA 757/426-6704, fax 757/721-0781
---- The ICEIMT hypermail/searchable archives may be found at URL: http://tools.org/EI/ICEIMT/