planning , implementing , and controlling the operations of the supply chain , with the purpose to satisfy customer requirements as efficiently as possible . It spans all movement and storage of raw materials , work-in-process inventory , and finished goods from point-of-origin to pointof-consumption .”

The term could have easily disappeared into the history of business jargon . Instead , SCM rapidly passed into the public domain – a sure sign the concept resonated with executives wrestling with the endless challenges of procurement , logistics , operations , sales , and marketing activities that fall within its realm .

Oliver went on to serve Booz Allen for 41 years , and , down the decades , undertook boardroom-level assignments across all manner of businesses , focusing on supply chain strategy and management control .

As a consultant , he was able to offer laser-sharp guidance on all aspects of industry supply chains , from material procurement and purchasing through the manufacturing processes , as well as distribution and the marketplace interfaces of demand capture and customer service .

Supply chain management has changed with time Towards the end of his career , Oliver ’ s focus turned to how service businesses could find real-world applications for the supply chain .

In an article headline , ‘ When will supply chain management grow up ?’, Tim Laseter – a supply chain professional now with the University of Virginia – explored the origins and evolution of Oliver ’ s SCM concept .

He wrote : “ Both the term and the discipline it describes have evolved considerably during the past two decades . Indeed , by today ’ s standards , the original scope of SCM appears quite narrow .

“ Initially , it applied only within the boundaries of a single company . The challenge was simply getting production , sales , finance , marketing , and distribution operating in concert to focus on the movement and availability of finished goods . “ It ’ s hard to believe that management ’ s perspective could have been so limited .” Laseter added : “ SCM began to look outside the company ’ s four walls and the first place attention alighted , naturally , was on customers .”

But he goes on to point out that , since the late 1990s , many leading companies have placed greater emphasis on cost reduction and innovation at the supplier end of the chain .

“ With this evolution , SCM ’ s scope has expanded well beyond the movement of materials ,” Laster writes . “ Now , the term ‘ supply chain management ’ encompasses such concepts as strategic sourcing and supplier involvement in product development .”

The term has , however , evolved and Oliver ’ s place in the pantheon of noted supply chain figures is secure .

supplychaindigital . com 19