In the intervening years from the first to the fourth edition, many things have happened.
Firstly, there is now a much greater understanding of the role that supply
chain management plays in creating competitive advantage. Whereas previously
the focus was primarily tactical with a concern for optimizing costs, now there is
much more of a strategic focus with the emphasis on value creation and delivery.
The second major change is the recognition that supply chain management is not
just an extension of logistics management, but rather that it is about managing
relationships across the complex networks that today's supply chains have become.
A third significant change over that period is that the business environment has
become a lot more volatile and hence less predictable. This transition from a relatively
stable world to one that is much more turbulent requires supply chains to be
capable of changing rapidly to meet changed circumstances.
Firstly, there is now a much greater understanding of the role that supply
chain management plays in creating competitive advantage. Whereas previously
the focus was primarily tactical with a concern for optimizing costs, now there is
much more of a strategic focus with the emphasis on value creation and delivery.
The second major change is the recognition that supply chain management is not
just an extension of logistics management, but rather that it is about managing
relationships across the complex networks that today's supply chains have become.
A third significant change over that period is that the business environment has
become a lot more volatile and hence less predictable. This transition from a relatively
stable world to one that is much more turbulent requires supply chains to be
capable of changing rapidly to meet changed circumstances.
