Unlike other strategic procurement guides, Lean Supply Chain Management considers an organization's "business condition" as a contributing factor in the development of a strategic procurement strategy. That is, rather than taking a "one-size fits all" approach, the author's more individualized approach illustrates techniques specific to organizations operating in a standard or crisis environment.Highlights include:

Section I - The FoundationsChapter 1 - The Purchasing/SCM Executive as CEOChapter 2 - The Disciplines of PlanningChapter 3 - Force versus SkillSection II - The Crisis EnvironmentChapter 4 - Defining the Crisis EnvironmentChapter 5 - Crisis Plan Background and Phase I: Acquisition Team FormationChapter 6 - Phase II: Price BenchmarkingChapter 7 - Phase III: Short-Term Process ImprovementChapter 8 - Phase IV: Value Analysis/Value EngineeringChapter 9 - Phase V: Lean ManufacturingSection III - The Standard EnvironmentChapter 10 - Defining the Standard EnvironmentChapter 11 - Supply Base ManagementChapter 12 - Supplier Quality and DevelopmentChapter 13 - Cost Management and ControlChapter 14 - Materials ManagementChapter 15 - The Supply Chain OrganizationSection IV - Coordinating SCM and Lean ManagementChapter 16 - Developing and Implementing Lean FundamentalsChapter 17 - Manufacturing ImplementationChapter 18 - Ongoing ImprovementsIndex