Operations Management
Managing Global Supply Chains
1st Edition
Published on 23. March 2017
Book
Hardback
1016 pages
978-1-5063-0293-5 (ISBN)
Description
Managing Global Operations and Supply Chains provides students with a thorough, detailed and cutting-edge introduction to operations management. Each chapter examines opportunities and challenges facing operations management today. Supplements included for select chapters provide instructors the flexibility to cover or skip material that addresses some of the more quantitative aspects of operations management.
Reviews / Votes
"It is the best Operations and Supply Chain Management book I've ever reviewed in my 20+ years in this business." -- Phillip Musa "A fresh look and approach to studying OM" -- Anthony Narsing "The Integrative approach really sets this text apart from the existing ones." -- Beate Klingenberg "It certainly follows through on the supply chain orientation, more so than any other introductory OM book I have reviewed. The explanations of the techniques, both pure calculations and tools like VSM are very methodical and easy to follow" -- Geoff Wlllls "The inclusion of ethics and sustainability in each topic is new and exciting. I would definitely consider [this book] for my OM class." -- Leyla Ozsen "The operations profiles are excellent in explaining the importance of the integration of operations and supply chain management." -- Zhiwei ZhuMore details
Language
English
Place of publication
Thousand Oaks
United States
Target group
College/higher education
Dimensions
Height: 279 mm
Width: 216 mm
Weight
2000 gr
ISBN-13
978-1-5063-0293-5 (9781506302935)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Ray R. Venkataraman is Professor of Project and Supply Chain Management at the Sam and Irene Black School of Business at Penn State Erie, The Behrend College. He has a PhD in Management Science from Illinois Institute of Technology and has over 30 years of teaching experience. He has taught a variety of courses, including Operations Planning and Control, Supply Chain Management, Operations Strategy, Purchasing, Business Statistics, and Project Management. He has received the Ideal Industries Award for Excellence in Business Teaching at Northern Illinois University. He currently teaches online courses in Planning and Resource Management in Projects, and Cost and Value Management in Projects at the graduate level. Dr. Venkataraman has several research publications in top-tier operations management journals. He has published in journals such as International Journal of Production Research, Omega, International Journal of Operations and Production Management, Production and Operations Management, Production and Inventory Management, Production Planning and Control, The International Journal of Quality and Reliability Management, and Interfaces. In addition, he has coauthored books titled Cost and Value Management in Projects and Decision Making in Project Management. His current research interests are in the area of sustainability integration in project and supply chain management. As an assistant manager with a multinational bank in India, Dr. Venkataraman has several years of industry experience in the financial services industry. He has served on the editorial review boards of the Production and Operations Management and IEEE Transactions on Engineering Management journals.
Dr. Jeffrey K. Pinto is the Andrew Morrow and Elizabeth Lee Black Chair in the Management of Technology in the Sam and Irene Black School of Business at Penn State Erie, The Behrend College. Dr. Pinto held previous academic appointments at the University of Cincinnati and the University of Maine. In 2016, he was a visiting scholar at the Kemmy School of Business, University of Limerick, Ireland. He is the lead faculty member for Penn State's Master of Project Management program. The author or editor of 26 books and over 150 scientific papers that have appeared in a variety of academic and practitioner journals, books, conference proceedings, video lessons, and technical reports, Dr. Pinto's work has been translated into nine languages. He served as editor of the Project Management Journal from 1990 to 1996, is past-department editor for R&D and engineering projects with IEEE Transactions on Engineering Management, and serves on several other journal editorial boards. With over 25 years' experience in the field of project management, Dr. Pinto is a two-time recipient of the Distinguished Contribution Award from the Project Management Institute for outstanding service to the project management profession. He received PMI's Research Achievement Award in 2009 for outstanding contributions to project management research. In 2017, he received the Research Achievement Award from the International Project Management Association for shaping the discipline of project management through his work.
Dr. Pinto has taught and consulted widely in the United States and Europe on a variety of topics, including project management, supply chain management, new product development, information system implementation, organization development, leadership, and conflict resolution.
Dr. Jeffrey K. Pinto is the Andrew Morrow and Elizabeth Lee Black Chair in the Management of Technology in the Sam and Irene Black School of Business at Penn State Erie, The Behrend College. Dr. Pinto held previous academic appointments at the University of Cincinnati and the University of Maine. In 2016, he was a visiting scholar at the Kemmy School of Business, University of Limerick, Ireland. He is the lead faculty member for Penn State's Master of Project Management program. The author or editor of 26 books and over 150 scientific papers that have appeared in a variety of academic and practitioner journals, books, conference proceedings, video lessons, and technical reports, Dr. Pinto's work has been translated into nine languages. He served as editor of the Project Management Journal from 1990 to 1996, is past-department editor for R&D and engineering projects with IEEE Transactions on Engineering Management, and serves on several other journal editorial boards. With over 25 years' experience in the field of project management, Dr. Pinto is a two-time recipient of the Distinguished Contribution Award from the Project Management Institute for outstanding service to the project management profession. He received PMI's Research Achievement Award in 2009 for outstanding contributions to project management research. In 2017, he received the Research Achievement Award from the International Project Management Association for shaping the discipline of project management through his work.
Dr. Pinto has taught and consulted widely in the United States and Europe on a variety of topics, including project management, supply chain management, new product development, information system implementation, organization development, leadership, and conflict resolution.
Content
Preface
Acknowledgments
PART I: INTRODUCTION
Chapter 1: Introduction to Managing Global Operations and Supply Chains
Supply Chains and Operations Management in the Global Economy
What Does Operations Management Entail?
What Does Supply Chain Management Entail?
An Integrated Perspective on Operations and Supply Chain Management
The Evolution of Operations and Supply Chain Management
Current and Emerging Issues in Operations and Supply Chain Management
Road Map: How This Text Is Organized
PART II: STRATEGIC DECISIONS
Chapter 2: Operations and Supply Chain Strategies
Levels of Strategic Planning
Formulating and Evaluating Operations Strategies
Formulating and Evaluating Strategies for Service Organizations
Measuring Productivity as Part of Strategic Planning
Strategies for Supply Chains
Global Strategies
Sustainabilility Issues
Chapter 3: Project Management
Projects, Project Teams, and Measuring Success
Project Life Cycles
Conceptualizing and Planning Projects
Scheduling Projects
Supply Chains for Projects
Executing, Evaluating, and Terminating Projects
Sustainability Issues
Global Projects
Chapter 3 Supplement: Project Management
Determining the Probability of a Project Being Completed on Time
Calculating the Time-Cost Trade-Offs of Crashing a Project
Calculating a Project's Earned Value
Chapter 4: Product and Service Innovations
Why Companies Develop New Products and Services
How New Products Are Developed
New Product Development Concepts and Strategies
Using Technology to Develop New Products
Global Product Development
New Product Development Issues for Supply Chains
How Services Are Designed
Legal, Ethical, and Sustainability Issues
Chapter 4 Supplement: Reliability
Understanding Reliability
Availability and Maintainability
Chapter 5: Managing for Quality
Defining Quality
The Benefits and Costs of Managing Quality
The Evolution of Quality Management and Its Pioneers
Major Quality Management Initiatives
Quality Management Tools and Techniques
Managing Quality for Supply Chains
Global Quality Management
Legal, Ethical, and Sustainability Issues
Chapter 6: Quality Improvement and Control Tools
Quality Control Versus Quality Assurance
Quality Appraisal Tools
Quality Defect Prevention Tools
Quality Design Tools
Chapter 7: Capacity Planning
Capacity Planning
Service Capacity Planning
Capacity Planning for Supply Chains
Ethical and Sustainability Issues
Global Capacity Management
Chapter 8: Supply Chain Design and Location Planning
Supply Chain Design and Facility Location Decisions
Phases in the Supply Chain Design and Location Decision-Making Process
Analytical Methods for Evaluating Locations
Ethical and Sustainability Issues
Global Location Planning
Chapter 9: Process Design and Layout Planning
Designing, Selecting, and Redesigning Manufacturing Processes
Designing Service Processes
Designing Processes for Supply Chains
Global Process Design
Layout Planning
Legal, Ethical, and Sustainability Issues
Chapter 9 Supplement: Tools for Analyzing, Designing, and Selecting Processes and Layouts
Process Selection, Design, and Analysis Tools
Layout Analysis Tools and Techniques
PART III: INTEGRATIVE DECISIONS
Chapter 10: Supplier Management
Supplier Management and Its Goals
The Supplier Management Process
Managing Service Providers
Global Supplier Management
Legal, Ethical, and Sustainability Issues
Chapter 11: Logistics Management
Integrated Logistics Management
Order Fulfillment
Transportation Management
Packaging
Materials Handling
Warehousing Management
Inventory Management
Facilities Network Design
Global Logistics
Logistics Outsourcing
Logistics in the Service Sector
Ethical and Sustainability Issues
Chapter 12: Demand Management and Customer Service
Demand Management
Global Demand Management
Services Demand Management
Customer Service and Demand Management
Ethical and Sustainability Issues
Chapter 13: Demand Forecasting Methods
Introduction to Forecasting and Its Applications
The Characteristics of Good Forecasts
Qualitative Versus Quantitative Forecasting Methods
Measuring and Monitoring the Accuracy of Forecasting Methods
Monitoring and Controlling Forecasts
Forecasting for Supply Chains
Ethical Issues
PART IV: TACTICAL DECISIONS
Chapter 14: Lean Operations and Supply Chains
Introduction to Lean Operations
The Philosophy of Lean Systems
Elements of Lean Systems
Lean Services
Lean Supply Chains
Lean Global Supply Chains
Sustainability Issues
Chapter 15: Inventory Management
Types of Inventory
Inventory Costs
Inventory Considerations for Supply Chains
Inventory Management Measures
Key Features of Effective Inventory Management Systems
Uncertainty in Supply Chain Inventories: The Bullwhip Effect
Ethical and Sustainability Issues
Global Inventory Management
Service Sector Inventory Management
Chapter 16: Inventory Control Models
Introduction
How Much to Order: Continuous Review Systems
When to Order: Reorder Point for Continuous Review Systems (EOQ Model)
How Much to Order: Periodic Review Systems
How Much to Order: Single-Period Inventory Systems
Chapter 17: Sales and Operations Planning
The Basics of Sales and Operations Planning
Benefits of Sales and Operations Planning
Framework of the Sales and Operations Planning Process
Options for Influencing Demand and Supply In Sales and Operations Planning
Sales and Operations Planning Strategies
Methods for Sales and Operations Planning
Sales and Operations Planning for Supply Chains
Sales and Operations Planning in Service Industries
Sustainable S&OP: Sales Carbon Operations Planning (SCOP)
Ethical Issues
PART V: OPERATIONAL DECISIONS
Chapter 18: Master Scheduling and Material Requirements Planning
Master Scheduling
Material Requirements Planning
Ethical and Sustainability Issues
Chapter 18 Supplement: Capacity Requirements Planning, MRP II, ERP, and DRP
Capacity Requirements Planning (CRP)
Manufacturing Resource Planning (MRP II)-An Extension of MRP
Enterprise Resource Planning (ERP)
Impact of MRP, MRP II, and ERP on Supply Chains
Distribution Requirements Planning (DRP)
Sustainability Issues
Chapter 19: Detailed Scheduling
What Detailed Scheduling Is
Types of Scheduling For Manufacturers
Why Scheduling Is Complex
Scheduling in the Service Sector
Scheduling for Supply Chains
Ethical and Sustainability Issues
PART VI: QUANTITATIVE MODULES
Module A: Linear Programming
Features of a Linear Programming (LP) Problem
Solving Linear Programming Problems Using Excel
Sensitivity Analysis
Additional Linear Programming Models
Module B: The Transportation Models
Formulating and Solving the Transportation Problem
Additional Issues in Transportation Modeling
Module C: Waiting Line Models
Introduction to Waiting Line Models
Queuing Models
Module D: Simulation
Introduction to Simulation
Monte Carlo Simulation
Module E: Learning Curves
What Are Learning Curves?
Applications of Learning Curves
Approaches to Solving Learning Curve Problems
Learning Curves in Cost Estimation
Limitations of Learning Curves
Module F: Decision-Making Tools
Using a Systematic Decision-Making Process
Elements in the Decision-Making Process
Categorizing Decisions
Techniques for Making Decisions Under Certainty, Uncertainty, and Risk
Techniques for Making Sequential Decisions
Appendix A: Tables
Appendix B: Answers to Select Problems
Glossary
Notes
Name Index
Subject Index
Acknowledgments
PART I: INTRODUCTION
Chapter 1: Introduction to Managing Global Operations and Supply Chains
Supply Chains and Operations Management in the Global Economy
What Does Operations Management Entail?
What Does Supply Chain Management Entail?
An Integrated Perspective on Operations and Supply Chain Management
The Evolution of Operations and Supply Chain Management
Current and Emerging Issues in Operations and Supply Chain Management
Road Map: How This Text Is Organized
PART II: STRATEGIC DECISIONS
Chapter 2: Operations and Supply Chain Strategies
Levels of Strategic Planning
Formulating and Evaluating Operations Strategies
Formulating and Evaluating Strategies for Service Organizations
Measuring Productivity as Part of Strategic Planning
Strategies for Supply Chains
Global Strategies
Sustainabilility Issues
Chapter 3: Project Management
Projects, Project Teams, and Measuring Success
Project Life Cycles
Conceptualizing and Planning Projects
Scheduling Projects
Supply Chains for Projects
Executing, Evaluating, and Terminating Projects
Sustainability Issues
Global Projects
Chapter 3 Supplement: Project Management
Determining the Probability of a Project Being Completed on Time
Calculating the Time-Cost Trade-Offs of Crashing a Project
Calculating a Project's Earned Value
Chapter 4: Product and Service Innovations
Why Companies Develop New Products and Services
How New Products Are Developed
New Product Development Concepts and Strategies
Using Technology to Develop New Products
Global Product Development
New Product Development Issues for Supply Chains
How Services Are Designed
Legal, Ethical, and Sustainability Issues
Chapter 4 Supplement: Reliability
Understanding Reliability
Availability and Maintainability
Chapter 5: Managing for Quality
Defining Quality
The Benefits and Costs of Managing Quality
The Evolution of Quality Management and Its Pioneers
Major Quality Management Initiatives
Quality Management Tools and Techniques
Managing Quality for Supply Chains
Global Quality Management
Legal, Ethical, and Sustainability Issues
Chapter 6: Quality Improvement and Control Tools
Quality Control Versus Quality Assurance
Quality Appraisal Tools
Quality Defect Prevention Tools
Quality Design Tools
Chapter 7: Capacity Planning
Capacity Planning
Service Capacity Planning
Capacity Planning for Supply Chains
Ethical and Sustainability Issues
Global Capacity Management
Chapter 8: Supply Chain Design and Location Planning
Supply Chain Design and Facility Location Decisions
Phases in the Supply Chain Design and Location Decision-Making Process
Analytical Methods for Evaluating Locations
Ethical and Sustainability Issues
Global Location Planning
Chapter 9: Process Design and Layout Planning
Designing, Selecting, and Redesigning Manufacturing Processes
Designing Service Processes
Designing Processes for Supply Chains
Global Process Design
Layout Planning
Legal, Ethical, and Sustainability Issues
Chapter 9 Supplement: Tools for Analyzing, Designing, and Selecting Processes and Layouts
Process Selection, Design, and Analysis Tools
Layout Analysis Tools and Techniques
PART III: INTEGRATIVE DECISIONS
Chapter 10: Supplier Management
Supplier Management and Its Goals
The Supplier Management Process
Managing Service Providers
Global Supplier Management
Legal, Ethical, and Sustainability Issues
Chapter 11: Logistics Management
Integrated Logistics Management
Order Fulfillment
Transportation Management
Packaging
Materials Handling
Warehousing Management
Inventory Management
Facilities Network Design
Global Logistics
Logistics Outsourcing
Logistics in the Service Sector
Ethical and Sustainability Issues
Chapter 12: Demand Management and Customer Service
Demand Management
Global Demand Management
Services Demand Management
Customer Service and Demand Management
Ethical and Sustainability Issues
Chapter 13: Demand Forecasting Methods
Introduction to Forecasting and Its Applications
The Characteristics of Good Forecasts
Qualitative Versus Quantitative Forecasting Methods
Measuring and Monitoring the Accuracy of Forecasting Methods
Monitoring and Controlling Forecasts
Forecasting for Supply Chains
Ethical Issues
PART IV: TACTICAL DECISIONS
Chapter 14: Lean Operations and Supply Chains
Introduction to Lean Operations
The Philosophy of Lean Systems
Elements of Lean Systems
Lean Services
Lean Supply Chains
Lean Global Supply Chains
Sustainability Issues
Chapter 15: Inventory Management
Types of Inventory
Inventory Costs
Inventory Considerations for Supply Chains
Inventory Management Measures
Key Features of Effective Inventory Management Systems
Uncertainty in Supply Chain Inventories: The Bullwhip Effect
Ethical and Sustainability Issues
Global Inventory Management
Service Sector Inventory Management
Chapter 16: Inventory Control Models
Introduction
How Much to Order: Continuous Review Systems
When to Order: Reorder Point for Continuous Review Systems (EOQ Model)
How Much to Order: Periodic Review Systems
How Much to Order: Single-Period Inventory Systems
Chapter 17: Sales and Operations Planning
The Basics of Sales and Operations Planning
Benefits of Sales and Operations Planning
Framework of the Sales and Operations Planning Process
Options for Influencing Demand and Supply In Sales and Operations Planning
Sales and Operations Planning Strategies
Methods for Sales and Operations Planning
Sales and Operations Planning for Supply Chains
Sales and Operations Planning in Service Industries
Sustainable S&OP: Sales Carbon Operations Planning (SCOP)
Ethical Issues
PART V: OPERATIONAL DECISIONS
Chapter 18: Master Scheduling and Material Requirements Planning
Master Scheduling
Material Requirements Planning
Ethical and Sustainability Issues
Chapter 18 Supplement: Capacity Requirements Planning, MRP II, ERP, and DRP
Capacity Requirements Planning (CRP)
Manufacturing Resource Planning (MRP II)-An Extension of MRP
Enterprise Resource Planning (ERP)
Impact of MRP, MRP II, and ERP on Supply Chains
Distribution Requirements Planning (DRP)
Sustainability Issues
Chapter 19: Detailed Scheduling
What Detailed Scheduling Is
Types of Scheduling For Manufacturers
Why Scheduling Is Complex
Scheduling in the Service Sector
Scheduling for Supply Chains
Ethical and Sustainability Issues
PART VI: QUANTITATIVE MODULES
Module A: Linear Programming
Features of a Linear Programming (LP) Problem
Solving Linear Programming Problems Using Excel
Sensitivity Analysis
Additional Linear Programming Models
Module B: The Transportation Models
Formulating and Solving the Transportation Problem
Additional Issues in Transportation Modeling
Module C: Waiting Line Models
Introduction to Waiting Line Models
Queuing Models
Module D: Simulation
Introduction to Simulation
Monte Carlo Simulation
Module E: Learning Curves
What Are Learning Curves?
Applications of Learning Curves
Approaches to Solving Learning Curve Problems
Learning Curves in Cost Estimation
Limitations of Learning Curves
Module F: Decision-Making Tools
Using a Systematic Decision-Making Process
Elements in the Decision-Making Process
Categorizing Decisions
Techniques for Making Decisions Under Certainty, Uncertainty, and Risk
Techniques for Making Sequential Decisions
Appendix A: Tables
Appendix B: Answers to Select Problems
Glossary
Notes
Name Index
Subject Index