Against this current trend of low growth and high uncertainty, business directors must work with their shareholders to set strategic objectives and define business models.
The great number of possible strategies makes this type of management very complex, and the actual deployment of strategic choices is often limited by a lack of overall coherence within the organization.
This problem calls for an appropriate and renewed response. In strategic management today, a closer, permanent dialogue is needed between operational and financial performance.
Based on a supply chain approach, the Value Added Supply Chain (VASC) model focuses on driving operational performance, but aims to achieve a greater and more dynamic integration between these two dimensions of the company's value creation.
1. Managing Performance: Objectives and Managers’ Needs.
2. Management Techniques and Tools.
3. New Ways to Steer Supply Chain Performance.
Christelle Camman is Assistant Professor in Business Administration at Aix-Marseille University and researcher at CRET-LOG in France. Her research interests focus on the management of supply chain strategies and organizations.
Claude Fiore Professor in Business Administration at Aix-Marseille University in France, specializing on the themes of management of financial and operational performances, and the control of management.
Laurent Livolsi is Assistant Professor in Business Administration at Aix-Marseille University and researcher at CRET-LOG in France. He is director of the SNCF Logistics Chair in "Structuring and Management of Supply Chains".
Pascal Querro is co-founder of the supply chain consulting firm VINCIA Consulting and Associate Professor at Aix-Marseille University in France. He has been assisting major international groups in their operational transformation projects in the supply chain for 25 years.
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