When you invest millions on new systems you don't want yesterday's solutions. You need a global view of end-to-end material, information, and financial flows. Managers today have the same concerns managers had last year, 10 years ago, or 50 years ago: products, markets, people and skills operations, and finance. New supply chain management processes give managers a hierarchy to the tasks they must perform to deal with these issues.
Containing hundreds of tips and insights, the Handbook of Supply Chain Management describes the evolution of supply chain management. It explores how the techniques now popular in strategic planning and operations improvement will find new applications in managing supply chains. The author emphasizes changing supply chains rather than merely maintaining them. He uses case studies to illustrate the application of these techniques.
Reihe
Sprache
Verlagsort
Verlagsgruppe
Zielgruppe
Für Beruf und Forschung
Senior management ; presidents, vice president operations, and chief financial officers, technical staff in logistics, industrial engineering, manufacturing engineering, marketing, and product development
Illustrationen
78 s/w Tabellen
78 Tables, black and white
Maße
Höhe: 235 mm
Breite: 156 mm
Gewicht
ISBN-13
978-1-57444-273-1 (9781574442731)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Klassifikation
Ayers; James B. CGR Management Consultants, Los Angeles, California, USA,
Herausgeber*in
CGR Management Consultants LLC, Playa del Rey, California, USA
Supply Chain Overview
Introduction to the Supply Chain
Supply Chain Management-The "Right" Way
Supply Chain Potency
Evolution of Supply Chain Models
Model for Competing Through SC
Linking the Supply Chain With the Customer
The Five Tasks
Task 1: Designing Supply Chains for Competitive Advantage
Supply Chains as Activity Systems
QFD Case Study
The Supply Chain and New Products
Task 2: Implementing Collaborative Relationships
Foundation for Supply Chain Change
Functional Roles in Supply Chain Change
Supply Chain Design-A Team Framework
Institutionalizing Supply Chain Changes
Task 3: Forging Supply Chain Partnerships
Motivations for Partnerships
Emerging Partnership Model
Planning for Partnerships
Core Competence and Partnerships
Organizing Improvement Efforts
Stage 3: Supply Chain Structure
The Extended EnterpriseO at Daimler Chrysler
Task 4: Managing Supply Chain Information
SCM and Information Technology
Topography of Supply Chain Applications
Supply-Chain Council
Task 5: Removing Cost from the Supply Chain
Cost and the Supply Chain
Root Cause-Clarity
Root Cause-Variability
Root Cause-Design
Root Cause-Information
Root Cause-Weak Links
Supply Chain Methodologies
Supply Chain Pre-study
Implementation Roadmap
From Purchasing to Strategic Sourcing-A Roadmap
Selection Supply Chain Software
Supply Chain Case Studies
Partnership Barriers in the Nuclear Industry
Wholesale Grocer: Supply Chain "Streamlining"
Plumbing Supplies: Manufacturer/Distributor
Supply Chain Management, Repair, and Overhaul Operations
Retail Distribution: From Low Tech to Leading Edge Distribution Center
British Telecom-Capacity Planning in a Deregulation Industry
Semiconductor Equipment: Supply Chain Links
Footwear Distribution
Bicycle Manufacturer: Internet Strategy
Consolidation Centers in the Lean Supply Chain
Demand-Driven Supply Chain in a Start Up
Automobile Industry: Incoming Material
Water Utility: Logistics Services Partnerships
Auto Parts Retailer-Logistics Partnership
Improving Furniture Manufacturer EVA
Performance Improvement Through Metrics for Buyers
Glossary
Bibliography
