ABSTRACT

As with any of the keys to improvement in the Lean Management System, Supply Chain Development has a position in the sequence of initiatives. The debate about this particular dynamic of the lean effort seems to be centered on “when” is the proper time. (Of course, critical/survival issues in the supply chain must be dealt with as they occur and need no analysis to be made visible.)

It would be an oversimplification to answer this question by saying, “You are ready for this phase when the gap analysis indicates it as the next important opportunity for improvement.” “But what are the business conditions when that will happen?” is the retort.