The Supply Chain Triangle of service, cost and cash Companies struggle with balance in the triangle Traditional organizations cause tension in the triangle Increased tension in the triangle as growth stalls Expanding the triangle from cash to capital employed Aligning the triangle is about optimizing ROCE Accounting basics: inventory, working capital,and cash generation Strategy in the Supply Chain Triangle Treacy and Wiersema's three strategic options Linking the three strategies back to ROCE Barco Casio Strategies: to change or not to change? Case study: Food retail companies Owens Corning Financial benchmarking in two dimensions Benchmarking in two dimensions Which KPIs to include in a benchmark Financial target setting in two dimensions Adding'indifference' or'bang-for-the-buck' lines to the EBITinventory graph The impact of strategy on financial benchmarking andtarget setting Mapping Treacy and Wiersema to the EBIT% vs inventory turns graphs CCC graphs fixed asset turns graph Henkel Bekaert Redefining the service corner as a value corner Redefining the service corner as a value corner using Treacy andWiersema Redefining the service corner as a value corner using Crawford and Mathews Defining metrics for each of our value drivers Building a strategy-driven KPI dashboard Defining financial metrics for the cost side and the capital employed side of the triangle Building our strategy-driven KPI dashboard Understanding the impact of strategy on the dashboard Comparison with the SCOR model Johnson Controls lmplementing the strategy-driven suppty chain Strategy and supply chain in the 1990s A shift in thinking: from agile to strategy-driven supply chains Defining your strategy-driven supply chain lmplementing your strategy-driven supply chain The Strategy Compass.