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<p>Contents</p> <p>Acknowledgments ix</p> <p>Foreword xi</p> <p>Introduction   xv</p> <p><b>Chapter 1. Managing Performance: Objectives and Managers’ Needs    1</b></p> <p>1.1. Towards greater organizational agility  2</p> <p>1.1.1. Some basic trends and their impacts on businesses  3</p> <p>1.1.2. The evolution of business models: some examples from different sectors.   10</p> <p>1.1.3. Divergences, but above all, major trends in performance management   38</p> <p>1.2. Needs and objectives of the CEO and the Board  45</p> <p>1.2.1. The objectives of the CEO and the Board  46</p> <p>1.2.2. Needs in terms of information quality and responsiveness   55</p> <p>1.3. Financial directors’ needs and objectives 58</p> <p>1.3.1. The involvement of a Chief Financial Officer (CFO) in the strategic process: from business model to business plan  60</p> <p>1.3.2. Optimizing the business’ finance structure  66</p> <p>1.3.3. New objectives in financial strategies 70</p> <p>1.4. Supply chain management and operations management  81</p> <p>1.4.1. Supply chain management: definition and positioning 81</p> <p>1.4.2. Objectives that require a transverse approach 88</p> <p>1.5. Conclusion  97</p> <p><b>Chapter 2. Management Techniques and Tools  99</b></p> <p>2.1. Tools for managers  100</p> <p>2.1.1. Tools for measuring the creation of value  100</p> <p>2.1.2. Tools for managing the value chain or the strategy deployment chain   105</p> <p>2.2. Tools at the disposal of CFOs  116</p> <p>2.2.1. The difficult reconciliation of time horizons  117</p> <p>2.2.2. The importance of management control as</p> <p>a support for financial steering  127</p> <p>2.3. The supply chain manager’s tools   142</p> <p>2.3.1. Repository of good practices    142</p> <p>2.3.2. Organizational models adapted to transversal management    150</p> <p>2.3.3. Tools for operational steering and their connection with financial steering    158</p> <p>2.3.4. New tools for more financial objectives   166</p> <p>2.4. Conclusion  174</p> <p><b>Chapter 3. New Ways to Steer Supply Chain Performance 177</b></p> <p>3.1. Supply chain management through improvement of operational performance    184</p> <p>3.1.1. Performance steering and the value creation process 184</p> <p>3.1.2. Value tree (modeling financial equations)  187</p> <p>3.1.3. The link between business indicators and financial strategy 191</p> <p>3.1.4. Supply chain business model    198</p> <p>3.1.5. From business model to steering supply chain value creation  200</p> <p>3.2. Impacts of operational performance on financial management  202</p> <p>3.2.1. The interrelations between changes in cost structure and EBITDA   204</p> <p>3.2.2. The interrelations between changes in depreciation periods and cash flow    208</p> <p>3.2.3. The interrelations between changes in stock levels and WCR  210</p> <p>3.2.4. The cohesion of financing the supply chain business  211</p> <p>3.3. Organization of the VASC model    213</p> <p>3.3.1. A representation of the organization in terms of supply chain  214</p> <p>3.3.2. An approach to steering the VASC model  220</p> <p>3.4. Conclusion  225</p> <p>Conclusion 229</p> <p>Bibliography   235</p> <p>Index   245</p>

<strong>Christelle Camman</strong>, Aix-Marseille University, France. <p><strong>Claude Fiore</strong>, Aix-Marseille University, France. <p><strong>Laurent Livolsi</strong>, Aix-Marseille University, France. <p><strong>Pascal Querro</strong>, Aix-Marseille University, France.

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