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	<title>CeleriqDotOrg</title>
	<link>http://www.celeriq.org</link>
	<description>The high-velocity operations weblog</description>
	<lastBuildDate>Thu, 26 Apr 2007 00:06:05 +0000</lastBuildDate>
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		<title>Supply Chain Risk Management</title>
		<description><![CDATA[On Friday, March 17, 2000, in Albuquerque, New Mexico, a bolt of lightning struck a factory of Philips NV, the Dutch electronics conglomerate, causing the furnace in Fabricator No. 22 to catch fire. At that time, it did not seem to be a major event. The automatic sprinkler systems were activated, and Philips staff put [...]]]></description>
		<link>http://www.celeriq.org/2007/04/25/supply-chain-risk-management/</link>
			</item>
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		<title>The 5 V&#8217;s of a Supply Chain</title>
		<description><![CDATA[From Bill Walker&#8217;s book &#8220;Supply Chain Architecture&#8221;, the five &#8220;V&#8221; principles of a high velocity supply chain are: Velocity, Variability, Vocalization, Visibility, and Value.

]]></description>
		<link>http://www.celeriq.org/2007/04/13/the-5-vs-of-a-supply-chain/</link>
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		<title>The Supply Chain Executive as a Key Change Agent</title>
		<description><![CDATA[Changing people&#8217;s minds, reinventing organizations, and altering the way we do things are some of the most difficult issues one can deal with.  The process of implementing change is something that leading companies are very good at, and they use this core capability to adapt to constantly shifting market conditions.  
In these organizations, the Supply Chain Executive [...]]]></description>
		<link>http://www.celeriq.org/2007/01/05/the-supply-chain-executive-as-a-key-change-agent/</link>
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		<title>Business Process Management</title>
		<description><![CDATA[In a previous post, I was making the case that viewing the supply chain as a network of processes is the basis for rapid performance improvement.  The process centric view of the enterprise sets the stage for understanding the fundamentals of the flow processes that form a supply chain as well as identifying their performance drivers. [...]]]></description>
		<link>http://www.celeriq.org/2006/06/11/business-process-management/</link>
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		<title>SCOR</title>
		<description><![CDATA[The Supply Chain Council, a not-for-profit trade association, developed and currently maintains the SCOR model for supply chain excellence. SCOR stands for Supply Chain Operations Reference, and is a methodology for rapidly improving operations efficiency and productivity.
SCOR is called a process reference model because it integrates the concepts of business process reengineering, benchmarking and process measurement into a cross-industry framework. [...]]]></description>
		<link>http://www.celeriq.org/2006/05/28/scor/</link>
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		<title>The Case for Supply Chain</title>
		<description><![CDATA[Despite their reputation, CEOs are not really all that hard to please. All they want is revenue growth, profitability, and a return on capital. Oh, and let&#8217;s not forget, superlative levels of customer satisfaction. As supply chain operations can definitely impact and help improve all these area of performance, the supply chain executive&#8217;s primary duty is [...]]]></description>
		<link>http://www.celeriq.org/2006/05/26/the-case-for-supply-chain/</link>
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		<title>The Starting Point</title>
		<description><![CDATA[Any self-respecting company nowadays has a number of initiatives on the books aimed at improving supply chain performance. The supply chain drives nearly all performance indicators of a business and has the potential to significantly improve the competitive position of the company. Unfortunately, in many instances the pressure for short-term financial results turns supply chain [...]]]></description>
		<link>http://www.celeriq.org/2006/05/21/22/</link>
			</item>
	<item>
		<title>Welcome to Celeriq</title>
		<description><![CDATA[Celeriq[sǝ’lerik] n., adj. Minimizing the time lag between thought and action, from the Latin celeris, meaning fast, rapid and IQ, intelligence quotient.
CeleriqDotOrg is a weblog focused on high-velocity operations based on the observation that industry leaders identify and satisfy market demand, and get paid for it, faster than the competition.  In his book &#8220;Fast Cycle Time: How to [...]]]></description>
		<link>http://www.celeriq.org/2006/01/13/19/</link>
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