Prof. Dr. iur. Roland Müller is Professor of Private, Commercial and Aviation Law and President of the Center for Aviation Competence at the University of St. Gallen. He serves in several boards as member and president and holds guest professorships at several universities. Furthermore, he is senior partner at the University of St. Gallen's Center for Corporate Governance.
Dr. oec. HSG Andreas Wittmer is Managing Director of the Center for Aviation Competence at the University of St. Gallen where he also holds courses. He is a guest professor at several international universities in the fields of Aviation Management and Economics. He is President of the Swiss Aerospace Cluster and works as a freelance aircraft accident investigator for the Aircraft Accident Investigation Office of Switzerland.
Christopher Drax is a Consultant at P3 Group, focusing specifically on aviation related subjects. His expertise comprises of Aviation Risk Management, Safety Management Systems, Quality Management Systems and various topics concerning commercial aviation. He holds a degree in Aviation Management from the International University of applied sciences in Bad Honnef and conducted his postgraduate studies in Strategy, Innovation and Management Control at the Vienna University of Economics and Business and Master of International Business at the Queen’s School of Business in Canada. Furthermore, he is an active aerobatic pilot.
Flexibility, says Simchi-Levi, is the single most important capability that allows firms to innovate in their operations and supply chain strategies. A small investment in flexibility can achieve almost all the benefits of full flexibility. And successful companies do not all pursue the same strategies. Amazon and Wal-Mart, for example, are direct competitors but each focuses on a different market channel and provides a unique customer value proposition -- Amazon, large selection and reliable fulfillment; Wal-Mart, low prices -- that directly aligns with its operations strategy. Simchi-Levi's rules--regarding such issues as channels, price, product characteristics, value-added service, procurement strategy, and information technolog -- -transform operations and supply chain management from an undertaking based on gut feeling and anecdotes to a science.
The Goal: A Process of Ongoing Improvement by Eliyahu Goldratt and Jeff Cox describes a process by which an unprofitable manufacturing operation can be made profitable. It conveys proven factory turnaround principles through a fictional story…
PLEASE NOTE: This is key takeaways and analysis of the book and NOT the original book.
Inside this Instaread of The Goal:Overview of the bookImportant PeopleKey TakeawaysAnalysis of Key Takeaways