Lean is one of the biggest management ideas of the past 50 years. No less than Ford's original assembly line, it has transformed how leading companies think about operations - starting in assembly plants and other factory settings and moving more recently into services ranging from retailing and health care to financial services, IT, and even the public sector. Yet despite lean's trajectory, broad influence, and level of general familiarity among senior executives, it would be a mistake to think that it has reached its full potential.

Analyst Insight: Getting a grip on global trade management means mastering the three T's: taxes, tariffs and terms. These elements, which can easily amount to 20 percent of the final product cost in extreme cases, are more than capable of swamping everything we do with leaner inventories, optimised transportation and lower component costs. Despite this fact, many companies still approach this problem as a bit of an afterthought. - Kevin O'Marah, Chief Content Officer and Head of Research, SCM World

Analyst Insight: Supply chain transformation requires a business-aligned supply chain strategy and change management prowess. At its core, it is about change. Gartner defines supply chain transformation as a step function change in supply chain performance that is sustained for more than one year. Data from 30 in-depth interviews, hundreds of inquiries and interactions with Gartner clients during the past 18 months revealed the key drivers of supply chain transformations. - Michael Dominy, Research Director, Gartner Supply Chain Leaders

Sustainability has for many years been growing in importance, but until recently was largely seen as a sideshow meant to burnish the image of a company and its brands. Early efforts by supply chain leaders to integrate concepts of sustainability into their operations were often meant to test notions of cost savings that align naturally with reduced environmental impacts. The results are beginning to show. - Kevin O'Marah, Chief Content Officer and Head of Research, SCM World

Analyst Insight: Customer relationship management evolved from contact management, a sales-focused process for suppliers. In many cases, CRM must be rethought; it should be stood on its head, starting with customers' needs and working back to suppliers. Because most companies lack sufficient resources to satisfy every customer, this approach initially leads to frustration. But "every customer totally thrilled" is the wrong objective. To the contrary, it's critical to focus: to "wow" the most profitable customers, and serve them perfectly. Supply chain responses must match segmented and targeted relationships to build satisfaction and profit. - Robert Sabath, Principal Essentialist SCM, Trissential

Analyst Insight: If the wheels on your vehicle are out of alignment, you're in for a rough and inefficient ride. The same holds true for businesses. Alignment, especially in strategic relationships, gets businesses beyond the initial "yes" that sets a deal in motion"”it aligns the participants throughout the life of the deal, turning it into a smooth and powerful relationship. - Kate Vitasek, Faculty, University of Tennessee's Center for Executive Education, and Founder, Supply Chain Visions

Analyst Insight: Theoretically, supply chain transformations deliver a different set of capabilities and outcomes that customers recognize. The reality is that a transformation may simply be a radical or rapid change to the supply chain organization and operations in response to changes in the marketplace. It could be a dramatic reduction in cost or improvement in service to remain competitive. In other words, the outcomes are not necessarily different, just better than the prior state. - Michael Dominy, Research Director, Gartner