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decentralized organization operating at the site level to a central body headed by a senior-level executive. The company combined all of Dial s purchasing and put commodity experts in charge of buying raw materials. The chemical buyer, for instance, is a trained chemist who understands the details of chemical composition. Dial also simplified its supply base, working closely with a smaller number of key suppliers and consolidating its buying power across different business units. Finally, the company developed a system for implementing innovative cost-savings ideas. What was the combined result of these actions Total savings of $100 million over five years.9 Dial is an excellent example of how to build core competencies while developing a supply chain organization. Management saw the need for commodity experts with deep technical knowledge of the properties and characteristics of the materials for which they were responsible. Procurement expertise was identified as an area in which thinning was unacceptable. To apply a similar approach in your own company, start with a list of key supply chain processes and the core competencies needed to execute those processes. Use your company s longer-term strategy as a guide to establish this list of proficiencies. Summarize the skills that will be needed to create or defend competitive advantage, to help grow the business, and to ensure customer satisfaction. Next, identify any gaps between the skills needed and those already in place. Finally, get consensus on whether to develop these skills in-house through training and targeted hiring or to use supply chain partners to fill the gaps.

Principal assets are loans, investments, trading account assets, Federal funds sold, receivables, and cash From that total we eliminated fixed assets and assets of questionable value, such as goodwill, $226 billion, and intangible assets, $78 billion, which gave us a short-term asset entry of $1,0006 billion Short-Term Liabilities Citigroup s principal liabilities are deposits, Federal funds purchased, trading account liabilities, insurance policy and claims reserves, contract holder funds, and short-term borrowings As discussed previously, to be consistent with the treatment of interest as an operating expense for financial companies, we included.

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Digital television, as we know it, is expensive. Multimillion-dollar production facilities are the norm. Quality standards in production are far beyond what the consumer actually receives or requires. More importantly, digital television is extremely wasteful of scarce radio frequency resources. When it is possible to deliver high-definition streaming media pictures over fiber, without impacting any other communications service, how can the use of hundreds of megahertz of the airwaves per channel be

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To establish the supply chain as a strategic asset, the leader of the supply chain organization must be accorded status on a par with other members of the executive management team. Many companies remain locked in a traditional paradigm in which sales, marketing, and development are considered the architects of the company s strategic direction, whereas purchasing, manufacturing, and distribution are thought of as tactical executers. While bemoaning high inventories, late shipments, or missed revenue opportunities, few companies see the potential value that effective supply chain management can deliver or view supply chain management as a critical area of expertise. Without the support of the executive team and a clear mandate for the supply chain leader to champion improvement efforts, major business-impacting opportunities are left underexploited.

In their 1992 study, Fama and French never use the words growth stock, value stock, undervalued, or overvalued. Conversely, Dr. Robert Haugen uses these words often in his book, The New Finance: the Case Against Efficient Markets. He uses the F&F study as the basis for much of his criticism of MPT. He equates stocks with high BE/ME ratios or high E/P ratios to value stocks, and low BE/ME ratios or low E/P ratios to growth stocks. He presents the typical behavioral finance arguments to suggest that fallible human participants in inefficient markets are guilty of being overly optimistic about profit levels for growth firms for periods far into the future, causing growth stocks to be overvalued. Likewise, market participants tend to be too pessimistic about the prospects for the stocks of recently unsuccessful firms that have low growth rates and small net operating profit margins. These stocks become value stocks and are undervalued in the stock market. In the long run, the returns on growth stocks drift downward to the average market return, and the returns on value stocks float upward to the average, reverting to the mean. Although the results did not please them, Fama and French uncovered a good way to optimize the expected returns from investing in stock. Robert Haugen makes some strong arguments to follow the recommendations implied by the F&F study purchase undervalued stocks and sell overvalued stocks. This is the investment approach that we advocate.

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