Managers need to think differently about what they do and the purpose of the organization and organizational networks in satisfying: Business Logistics Management Report, PSB, Singapore

Satisfy Customers

Managers need to think differently about what they do and the purpose of the organization and organizational networks in satisfying demand through effective (strategic) and efficient (operational) supply chain structures, relationships, and strategies.

Operations to Strategy

• Operational Focus

1. Pervasive in most organizations.
2. Managers are promoted to positions demanding strategic thinking and strategic skill from positions demanding different, important operational thinking and skill sets.
3. The tendency is often to retain operational thinking without recognizing the shift required in their new roles to think strategically.

• Strategic Focus

1. Thinking into operational activities likely to work in practice is an important competence for strategic development to be successful.
2. Managers who can successfully make the transition from operational to strategic thinkers are a very powerful force for their organization.