How do decisions about the design of supply-chain organizations affect the overall performance of a business? We recently analyzed the supply-chain organizations of more than 50 companies in a wide range of industries in Europe, Asia, and the Americas (see sidebar, “Note on methodology”). We asked about strategic priorities, organizational structures, management practices, and work culture in their global supply chains, aiming to understand choices that correlate with companies’ EBITDA performance. What we found may be surprising—and a window into the fabric of successful supply-chain organizations.

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