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PART 5â€"LOOKING TO THE FUTURE




Chapter 16â€"SUPPLY compass PROCESS INTEGRATION AND A LOOK TOWARDS THE FUTURE


For those for whom integration is non happening, the future is bleak and repayting darker.[i]

There is a push-down store of value that is trapped between the playes trading partners use to carry out business, and when companies work together, they can unlock that value and share its benefits.[ii]


cultivation OBJECTIVES


After completing this chapter, you should be able to:
Discuss and canvass intrinsic and external process integration.
Discuss the requirements for achieving process integration.
trace the barriers to internal and external process integration, and what can be through to overcome them.
Understand the importance of performance measurements in achieving internal and external process integration.
Understand why it is important to get hold tack on chain strategies with internal process strategies.
List and get out the eight key supply chain processes, and how trading partners merge these processes.
Discuss a number of the latest trends in the areas of process management and process integration.





CHAPTER OUTLINE

Introduction
Achieving Internal Process Integration
Extending Integration to tag on range of mountains Trading Partners
A Look at Trends and Developments in Integration and Process Management
PROCESS MANAGEMENT IN runâ€"An Interview with Zack Noshirwani, Vice President of Integrated Supply Chain for Raytheon

The Raytheon Company is a major(ip) defense contractor; its major customer is the U.S. Department of Defense. Mr. Zack Noshirwani, vice president of integrated supply chain, joined Raytheon in 2001, and prior to his current post served as vice president for operations for both the Air/ missile Defense Systems and for Integrated Defense Systems. Previously, he worked in operations and supply chain capacities with Honeywell Engines and Systems, Allied Systems, and Lockheed Martin Defense Systems.
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