Managing the Complexities of the Change Process Relating to Supply Chain Performance

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Managing The Complexities of the Change Process Relating To Supply Chain Performance Introduction With every industry facing greater turbulence and uncertainty there is a corresponding urgent need for concepts, frameworks, models and methodologies that provide enterprises with greater intelligence and agility in responding to threats and opportunities. The unique or special series of issues that complicate the change process are detailed in this analysis. Of the many industries faced with the need to be vigilant to change processes and seek out their contributions continually is the global auto manufacturing industry. Toyota has been able to capitalize on the most valuable aspects of internal change management in the concepts and methodologies of their Toyota Production System (TPS) (Dyer, Nobeoka, 2000). Many of the best practices Toyota has created for onboarding new suppliers reflect the foundational elements of the Parallel Incremental Transformation Strategy (PITS) methodology (Taylor, 1999). Foremost among these is the need to provide a high level of agility in organizational change management strategies and frameworks to ensure core areas of a company stay responsive and focused on supply chain dynamics (Dyer, Nobeoka, 2000). The special issues that complicate the change process relating to supply chain performance are abundant in the auto industry, as this analysis illustrates. Overcoming Challenges That Complicate the Change Process The auto industry was one
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