Supply chain management : a logistics perspective / John J. Coyle, The Pennsylvania State University, C. John Langley, Jr., The Pennsylvania State University, Robert A. Novack, The Pennsylvania State University, Brian J. Gibson, Auburn University.
By: Coyle, John J. (John Joseph) [author.]
Contributor(s): Langley, C. John [author] | Novack, Robert A [author] | Gibson, Brian J [author]
Language: English Publisher: Australia : Cengage Learning, [2017]Copyright date: ©2017Edition: 10eDescription: xxx, 639 pages : illustrations ; 27 cmContent type: text Media type: unmediated Carrier type: volumeISBN: 1305859979; 9781305859975Subject(s): Business logistics | Business logisticsDDC classification: 658.5 LOC classification: HD38.5 | .C69 2017| Item type | Current location | Home library | Call number | Status | Date due | Barcode | Item holds |
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BOOK
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COLLEGE LIBRARY | COLLEGE LIBRARY SUBJECT REFERENCE | 658.5 C8398 2017 (Browse shelf) | Available | CITU-CL-47854 |
John J. Coyle is currently director of corporate relations for the Center for Supply Chain Research and professor emeritus of logistics and supply chain management in the Smeal College of Business at Penn State University. He holds a BS and MS from Penn State and earned his Ph.D. from Indiana University in Bloomington, Indiana, where he was a U.S. Steel Fellow. He joined the Penn State faculty in 1961 and attained the rank of full professor in 1967. In addition to his teaching responsibilities, he has served in a number of administrative positions, including department head, assistant dean, senior associate dean, special assistant for strategic planning to the university president, and executive director of the Center for Supply Chain Research. He also served as Penn State?s faculty representative to the NCAA for 30 years and to the Big Ten for 10 years. Dr. Coyle was the editor of the Journal of Business Logistics from 1990 to 1996. He has authored or coauthored 20 books or monographs and numerous articles in professional journals. He has received 14 awards at Penn State for teaching excellence and advising. In addition, he received the Council of Logistics Management?s Distinguished Service Award in 1991; the Philadelphia Traffic Club?s Person of the Year Award in 2003; and the Eccles Medal from the International Society of Logistics for his contributions to the Department of Defense and the Lion?s Paw Medal from Penn State for Distinguished Service, both in 2004. Dr. Coyle currently serves on the boards of three logistics and supply chain service companies and on the Advisory Board of the NLDC and continues to be active in teaching in the Executive Education Programs at Penn State.
C. John Langley Jr. is clinical professor of supply chain management in the Smeal College of Business at Penn State University and also serves as director of development in the Center for Supply Chain Research. Previously, he served as the John H. Dove professor of supply chain management at the University of Tennessee and the SCL professor of supply chain management at the Georgia Institute of Technology. Dr. Langley is a former president of the Council of Supply Chain Management Professionals and a recipient of the Council?s Distinguished Service Award. He has been recognized by the American Society of Transportation and Logistics as an honorary distinguished logistics professional for his long-term contributions and continuing commitment to the transportation logistics community, and he is a recipient of the Outstanding Alumnus Award from Penn State?s Business Logistics Program. Dr. Langley received his BS degree in mathematics, MBA in finance, and Ph.D. in business logistics, all from Penn State University. Dr. Langley has coauthored several books, including Supply Chain Management: A Logistics Perspective. Also, he is lead author of the annual Third Party Logistics Study and recently completed the 2016 20th Annual 3PL Study. His research publications have appeared in journals such as the Journal of Business Logistics, International Journal of Physical Distribution and Logistics Management, International Journal of Logistics Management, Supply Chain Management Review, and Land Economics. Dr. Langley serves on the Boards of Directors of UTi Worldwide, Inc., Forward Air Corporation, and Averitt Express, Inc., in addition to several involvements on academic advisory boards to logistics organizations. He also participated as a member of the Program Faculty for the Kühne Logistics University in Hamburg, Germany, currently serves as education advisor for NASSTRAC.
Robert Novack is an associate professor of supply chain management in the Department of Supply Chain and Information Systems at Penn State University. He is also the Faculty Director for the Sapphire Leadership Academic Program in the Smeal College of Business at Penn State. From 1981 to 1984 he worked in operations management and planning for the Yellow Freight Corporation in Overland Park, Kansas, and from 1984 to 1986 he worked in planning and transportation at Drackett Company in Cincinnati, Ohio. Dr. Novack?s numerous articles have been published in such publications as the Journal of Business Logistics, Transportation Journal, and International Journal of Physical Distribution and Logistics Management. He also is a coauthor of CREATING LOGISTICS VALUE: THEMES FOR THE FUTURE. Dr. Novack serves as an Associate Editor for the Journal of Business Logistics, Transportation Journal, and the Journal of Supply Chain Management. Active in the Council of Supply Chain Management Professionals, he has served as overall program chair for the annual conference, as a track chair, and as a session speaker as well as a member of numerous committees. Dr. Novack holds the CTL designation from AST&L and is a member of WERC. He earned a BS degree and an MBA in logistics from Penn State University and a Ph.D. in logistics from the University of Tennessee.
Brian J. Gibson is executive director of the Center for Supply Chain Innovation and the Wilson Family Professor of supply chain management at Auburn University. Previously, he served on the faculty of Georgia Southern University and as a logistics manager for two major retailers. He has received multiple awards for outstanding teaching, research, and outreach. Gibson?s research has been published in the Journal of Business Logistics, International Journal of Logistics Management, International Journal of Physical Distribution and Logistics Management, Supply Chain Management Review, Supply Chain Quarterly, and other leading publications. He is coauthor of Transportation: A Supply Chain Perspective, author of the electronic textbook Supply Chain Essentials, and lead author of the annual State of the Retail Supply Chain Report. Dr. Gibson serves as SCPro certification chair and board member for the Council of Supply Chain Management Professionals, education advisor for NASSTRAC, and supply chain steering committee member for the Retail Industry Leaders Association. Dr. Gibson earned a BS from Central Michigan University, an MBA from Wayne State University, and a Ph.D. in logistics and transportation from the University of Tennessee.
Includes bibliographical references and indexes.
ch. 1 Supply Chain Management: An Overview --
Supply Chain Profile: SAB Distribution: The Final Chapter --
1-1.Introduction --
1-2.Shaping the Supply Chains of the Twenty-First Century: Evolution and Change --
1-2-1.Globalization --
1-2-2.Technology --
1-2-3.Organizational Consolidation and Power Shifts --
1-2-4.The Empowered Consumer --
1-2-5.Government Policy and Regulation --
On The Line: Changing Times for Drugs --
1-3.Supply Chains: Development and Shaping for the Twenty-First Century --
1-3-1.Development of the Concept --
1-4.Major Supply Chain Issues --
1-4-1.Supply Chain Networks --
1-4-2.Complexity --
1-4-3.Inventory Deployment --
1-4-4.Information --
1-4-5.Cost and Value --
1-4-6.Organizational Relationships --
1-4-7.Performance Measurement --
1-4-8.Technology --
1-4-9.Transportation Management --
1-4-10.Supply Chain Security --
1-4-11.Talent Management --
Summary --
Study Questions --
Notes --
Case 1.1: Lehigh Valley Transport and Logistics Service (LVTLS) --
Case 1.2: Central Transport, Inc. --
ch. 2 Global Dimensions of Supply Chains --
Supply Chain Profile: "The Impact of Changing Weather Patterns" --
2-1.Introduction --
2-2.Rationale for Global Trade and Commerce --
2-3.Contributing Factors for Global Commerce and Supply Chain Flows --
2-3-1.Population Size and Distribution --
On The Line: Economic Growth and the Birth Rate --
2-3-2.Land and Resources --
2-3-3.Technology and Information --
2-4.Global Supply Chain Flows --
2-5.Supply Chains in a Global Economy --
On The Line: More Deliveries, Same Cost --
2-6.Global Markets and Strategy --
2-7.Supply Chain Security: A Balancing Act --
2-8.Ports --
2-9.North American Free Trade Agreement --
Summary --
Study Questions --
Notes --
Case 2.1: Red Fish, Blue Fish, LLP --
ch. 3 Role of Logistics in Supply Chains --
Supply Chain Profile: Small Ports Boxed Out by Big Ships --
3-1.Introduction --
3-2.What Is Logistics? --
3-3.Value-Added Roles of Logistics --
3-3-1.Form Utility --
3-3-2.Place Utility --
On The Line: AGE OF THE DRONE: Good News or Bad News??? --
3-3-3.Time Utility --
3-3-4.Quantity Utility --
3-3-5.Possession Utility --
3-4.Logistics Activities --
3-4-1.Transportation --
3-4-2.Storage --
3-4-3.Packaging --
3-4-4.Materials Handling --
3-4-5.Inventory Control --
3-4-6.Order Fulfillment --
3-4-7.Forecasting --
3-4-8.Production Planning --
3-4-9.Procurement --
3-4-10.Customer Service --
3-4-11.Facility Location --
3-4-12.Other Activities --
On The Line: "Ups and Wiley Coyote" --
3-5.Logistics in the Economy: A Macro Perspective --
3-6.Logistics in the Firm: The Micro Dimension --
3-6-1.Logistics Interfaces with Manufacturing or Operations --
3-6-2.Logistics Interfaces with Marketing --
3-6-3.Logistics Interfaces with Other Areas --
3-7.Logistics in the Firm: Factors Affecting the Cost and Importance of Logistics --
3-7-1.Competitive Relationships --
3-7-2.Product Relationships --
3-7-3.Spatial Relationships --
3-7-4.Logistics and Systems Analysis --
Summary --
Study Questions --
Notes --
Case 3.1: Jordano Food Products --
Case 3.2: Senco Electronics Company --
Appendix 3A Techniques of Logistics System Analysis --
Short-Run/Static Analysis --
Long-Run/Dynamic Analysis --
Appendix 3B Approaches to Analyzing Logistics Systems --
Materials Management versus Physical Distribution --
Nodes versus Links --
Logistics Channels --
ch. 4 Distribution and Omni-Channel Network Design --
Supply Chain Profile: Why is Tennessee a Hotbed for Manufacturing? --
4-1.Introduction --
4-2.The Need for Long-Range Planning --
4-2-1.The Strategic Importance of Supply Chain Network Design --
4-2-2.Changes to Global Trade Patterns --
4-2-3.Changing Customer Service Requirements --
4-2-4.Shifting Locations of Customer and/or Supply Markets --
4-2-5.Change in Corporate Ownership/Merger and Acquisition Activity --
4-2-6.Cost Pressures --
4-2-7.Competitive Capabilities --
4-2-8.Corporate Organizational Change --
4-3.Supply Chain Network Design --
4-3-1.Step 1: Define the Supply Chain Network Design Process --
4-3-2.Step 2: Perform a Supply Chain Audit --
4-3-3.Step 3: Examine the Supply Chain Network Alternatives --
4-3-4.Step 4: Conduct a Facility Location Analysis --
4-3-5.Step 5: Make Decisions Regarding Network and Facility Location --
4-3-6.Step 6: Develop an Implementation Plan --
4-4.Major Locational Determinants --
4-4-1.Key Factors for Consideration --
On The Line: Supply Chain Managers Target U.S. Cities for Onshoring Opportunities --
4-4-2.Current Trends Governing Site Selection --
4-5.Modeling Approaches --
4-5-1.Optimization Models --
4-5-2.Simulation Models --
4-5-3.Heuristic Models --
4-5-4.Potential Supply Chain Modeling Pitfalls to Avoid --
4-5-5.Example of a Heuristic Modeling Approach: The Grid Technique --
4-5-6.Transportation Pragmatics --
4-6.Omni-Channel Network Design --
4-6-1.Introduction --
On The Line: Keynote: Omni-channel's Impact on Supply Chain Management --
4-6-2.Channels of Distribution --
4-6-3.Customer Fulfillment Models --
On The Line: Distribution: What does it take to be an Omni-channel Fulfillment DC? --
Summary --
Study Questions --
Case 4.1: Johnson & Johnson --
Case 4.2: Bigelow Stores --
Notes --
Appendix 4A Grid Method[?]Sensitivity Analyses and Application to Warehouse Location In a City --
Grid Method[?]Sensitivity Analysis --
Grid Method[?]Application to Distribution Center Location in a City --
ch. 5 Sourcing Materials and Services --
Supply Chain Profile: Strategic Sourcing Facilitates Innovation, Transformation, and Cost Reduction --
5-1.Introduction --
5-2.Types and Importance of Items and Services Purchased --
5-3.Strategic Sourcing Process --
5-3-1.Step 1: Develop Strategic Plan --
5-3-2.Step 2: Understand Spend --
5-3-3.Step 3: Evaluate Supply Sources --
5-3-4.Step 4: Finalize Sourcing Strategy --
5-3-5.Step 5: Implement Sourcing Strategy --
5-3-6.Step 6: Onboarding and Transitioning --
5-3-7.Step 7: Collaborative Process Improvement --
On The Line: Haworth, Inc. Realizes $1.2 Million in Cross-Border Savings --
5-4.Supplier Evaluation and Relationships --
5-5.Total Landed Cost (TLC) --
5-6.e-Sourcing and e-Procurement --
5-6-1.Which of These Solutions Should be Considered --
On The Line: Transportation Sourcing[?]Innovative Approaches to Bid Optimization --
5-7.e-Commerce Models --
Summary --
Study Questions --
Notes --
Case 5.1: Alligator, Inc. --
Case 5.2: Trans-Global, Inc. --
Appendix 5A The Special Case of Procurement Price --
Sources of Price --
Traditional Basic Input Costs --
Direct Transaction Costs --
Supplier Relational Costs --
Landed Costs --
Quality Costs/Factors --
Operations Logistics Costs --
ch. 6 Producing Goods and Services --
Supply Chain Profile: Establishing a Production Footprint: The VW Journey --
6-1.Introduction --
6-2.The Role of Production Operations in Supply Chain Management (SCM) --
6-2-1.Production Process Functionality --
6-2-2.Production Tradeoffs --
6-2-3.Production Challenges --
6-3.Operations Strategy and Planning --
6-3-1.Production Strategies --
On The Line: A North American Manufacturing Comeback --
6-3-2.Production Planning --
6-4.Production Execution Decisions --
6-4-1.Assembly Processes --
On The Line: Have it Your Way --
6-4-2.Production Process Layout --
6-4-3.Packaging --
On The Line: Developing More Sustainable Packaging --
6-5.Production Metrics --
6-5-1.Total Cost --
6-5-2.Total Cycle Time --
6-5-3.Delivery Performance --
6-5-4.Quality --
6-5-5.Safety --
6-6.Production Technology --
Summary --
Study Questions --
Notes --
Case 6.1: Hudson Guitars --
Case 6.2: Elvis Golf Ltd. --
ch. 7 Demand Management --
Supply Chain Profile: The Great Convergence --
7-1.Introduction --
7-2.Demand Management --
7-3.Balancing Supply and Demand --
On The Line: Volatility in Demand has Become the Norm --
7-4.Traditional Forecasting --
7-4-1.Factors Affecting Demand --
7-5.Forecast Errors --
7-6.Forecasting Techniques --
7-6-1.Simple Moving Average --
7-6-2.Weighted Moving Average --
7-6-3.Exponential Smoothing --
On The Line: Practice Change --
7-7.Sales and Operations Planning --
7-8.Collaborative Planning, Forecasting, and Replenishment --
Summary --
Study Questions --
Notes --
Case 7.1: Tires for You, Inc. --
Case 7.2: Playtime, Inc. --
ch. 8 Order Management and Customer Service --
E-Commerce Survey Asks: Need for Green or Need for Speed? --
8-1.Introduction --
8-2.Influencing the Order[?]Customer Relationship Management --
8-2-1.Step 1: Segment the Customer Base by Profitability --
8-2-2.Step 2: Identify the Product/Service Package for Each Customer Segment --
8-2-3.Step 3: Develop and Execute the Best Processes --
8-2-4.Step 4: Measure Performance and Continuously Improve --
8-2-5.Activity-Based Costing and Customer Profitability --
8-3.Executing the Order[?]Order Management and Order Fulfillment --
8-3-1.Order-to-Cash (OTC) and Replenishment Cycles --
8-3-2.Length and Variability of the Order-to-Cash Cycle --
8-4.E-Commerce Order Fulfillment Strategies --
8-5.Customer Service --
8-5-1.The Logistics/Marketing Interface --
8-5-2.Defining Customer Service --
8-5-3.Elements of Customer Service --
On The Line: Timely Delivery Matters Most --
8-5-4.Performance Measures for Customer Service --
8-6.Expected Cost of Stockouts --
8-6-1.Back Orders --
8-6-2.Lost Sales --
8-6-3.Lost Customer --
8-6-4.Determining the Expected Cost of Stockouts --
8-7.Order Management Influences on Customer Service --
8-7-1.Product Availability --
8-7-2.Financial Impact --
8-7-3.Order Cycle Time --
8-7-4.Logistics Operations Responsiveness --
8-7-5.Logistics System Information --
8-7-6.Postsale Logistics Support --
On The Line: After-Sales Service: The Forgotten Supply Chain --
8-8.Service Recovery --
Summary --
Study Questions --
Notes --
Case 8.1: Telco Corporation --
Case 8.2: Webers, Inc. --
ch. 9 Managing Inventory in the Supply Chain --
Supply Chain Profile: Inventory Management Requires an End-to-End Approach --
Note continued: 9-1.Introduction --
9-2.Inventory in the U.S. Economy --
9-3.Inventory in the Firm: Rationale for Inventory --
9-2-1.Batching Economies or Cycle Stocks --
9-2-2.Uncertainty and Safety Stocks --
9-2-3.Time/In-Transit and Work-in-Process Stocks --
9-2-4.Seasonal Stocks --
9-2-5.Anticipatory Stocks --
9-2-6.Summary of Inventory Accumulation --
9-2-7.The Importance of Inventory in Other Functional Areas --
9-3.Inventory Costs --
9-3-1.Inventory Carrying Cost --
9-3-2.Ordering and Setup Cost --
9-3-3.Carrying Cost Versus Ordering Cost --
9-3-4.Expected Stockout Cost --
Supply Chain Profile: Is RFID Ready for a Reinvention? --
9-3-5.In-Transit Inventory Carrying Cost --
9-4.Fundamental Approaches to Managing Inventory --
9-4-1.Key Differences Among Approaches to Managing Inventory --
9-4-2.Principal Approaches and Techniques for Inventory Management --
9-4-3.Fixed Order Quantity Approach (Condition of Certainty) --
9-4-4.Fixed Order Quantity Approach (Condition of Uncertainty) --
9-4-5.Fixed Order Interval Approach --
9-4-6.Summary and Evaluation of EOQ Approaches to Inventory Management --
9-5.Additional Approaches to Inventory Management --
Supply Chain Technology: Distributor of Education Supplies Passes Inventory Exam --
9-5-2.Just-in-Time Approach --
9-5-3.Materials Requirements Planning --
9-5-4.Distribution Requirements Planning --
9-5-5.Vendor-Managed Inventory --
9-6.Classifying Inventory --
9-6-1.ABC Analysis --
9-6-2.Quadrant Model --
9-6-3.Inventory at Multiple Locations[?]The Square-Root Rule --
Summary --
Study Questions --
Notes --
Case 9.1: MAQ Corporation --
Case 9.2: Baseball Card Emporium --
Appendix 9A Special Applications of the EOQ Approach --
Adjusting the Simple EOQ Model for Modal Choice Decisions[?]The Cost of Inventory in Transit --
Adjusting the Simple EOQ Model for Volume Transportation Rates --
Adjusting the Simple EOQ Model for Private Carriage --
Adjusting the Simple EOQ Model for the Establishment and Application of In-Excess Rates --
Summary --
ch. 10 Distribution[?]Managing Fulfillment Operations --
Supply Chain Profile: The Changing Face of Distribution --
10-1.Introduction --
10-2.The Role of Distribution Operations in SCM --
10-2-1.Distribution Facility Functionality --
10-2-2.Distribution Tradeoffs --
10-2-3.Distribution Challenges --
On The Line: DC Automation: Solving the Labor Dilemma (and more) --
10-3.Distribution Planning and Strategy --
10-3-1.Capability Requirements --
10-3-2.Network Design Issues --
10-3-3.Facility Considerations --
On The Line: Efficient and Environmentally Friendly DCs --
10-4.Distribution Execution --
10-4-1.Product-Handling Functions --
10-4-2.Support Functions --
10-5.Distribution Metrics --
10-6.Distribution Technology --
10-6-1.Warehouse Management Systems --
On The Line: Convergence is the Word in WMS --
10-6-2.Automatic Identification Tools --
Summary --
Study Questions --
Notes --
Case 10.1: Power Force Corporation --
Case 10.2: TV Gadgetry --
Appendix 10A Materials Handling --
Objectives and Principles of Materials Handling --
Materials-Handling Equipment --
Summary --
Notes --
ch. 11 Transportation[?]Managing the Flow of the Supply Chain --
Supply Chain Profile: A Transportation "Perfect Storm" --
11-1.Introduction --
11-2.The Role of Transportation in Supply Chain Management --
11-2-1.Role Inhibitors --
11-3.Modes of Transportation --
11-3-1.Motor Carriers --
11-3-2.Railroads --
11-3-3.Air Carriers --
11-3-4.Water Carriers --
11-3-5.Pipelines --
11-3-6.Intermodal Transportation --
On The Line: The Sixth Mode of Transportation --
11-4.Transportation Planning and Strategy --
11-4-1.Functional Control of Transportation --
11-4-2.Terms of Sale --
11-4-3.Decision to Outsource Transportation --
11-4-4.Modal Selection --
11-4-5.Carrier Selection --
On The Line: Courting the Carrier Community --
11-4-6.Rate Negotiations --
11-5.Transportation Execution and Control --
11-5-1.Shipment Preparation --
11-5-3.Freight Documentation --
11-5-4.Maintain In-Transit Visibility --
11-5-5.Transportation Metrics --
11-5-6.Monitor Service Quality --
11-6.Transportation Technology --
On The Line: Freight Visibility Solutions --
11-6-1.Transportation Management Systems --
Summary --
Study Questions --
Notes --
Case 11.1: Vibrant Video --
Case 11.2: Bob's Custom BBQs --
Appendix 11A Federal Regulation of the Transportation Industry --
Economic Regulation --
Safety Regulation --
Summary --
Notes --
Appendix 11B Basis of Transportation Rates --
Cost of Service --
Value of Service --
Distance --
Weight of Shipment --
Commodity Characteristics --
Level of Service --
Summary --
Notes --
ch. 12 Aligning Supply Chains --
Supply Chain Profile: Why is Strategic Alignment So Hard? --
12-1.Introduction --
12-1-1.Intensity of Involvement --
12-1-2.Model for Developing and Implementing Successful Supply Chain Relationships --
12-1-3.Imperative for Collaborative Relationships --
12-2.Third-Party Logistics[?]Industry Overview --
On The Line: Collaborative Distribution to Achieve Strategic Goals --
12-2-1.Definition of Third-Party Logistics --
12-2-2.Example Services of 3PL Providers --
12-2-3.Global 3PL Market Size and Scope --
12-3.Third-Party Logistics Research Study[?]Industry Details --
12-3-1.Profile of Logistics Outsourcing Activities --
12-3-2.Strategic Role of Information Technology --
On The Line: Collaboration Technologies Facilitate 3PL-Customer Relationships --
12-3-3.Management and Relationship Issues --
12-3-4.Customer Value Framework --
12-3-5.A Strategic View of Logistics and the Role of 3PLs --
Summary --
Study Questions --
Notes --
Case 12.1: Quik Chips, Inc. --
Case 12.2: HQ Depot --
ch. 13 Supply Chain Performance Measurement and Financial Analysis --
Supply Chain Profile: CLGN Book Distributors.com --
13-1.Introduction --
13-2.Dimensions of Supply Chain Performance Metrics --
13-3.Developing Supply Chain Performance Metrics --
On The Line: Establishing Ocean-Alliance KPIs --
13.4.Performance Categories --
13-5.The Supply Chain[?]Finance Connection --
13-6.The Revenue[?]Cost Savings Connection --
13-7.The Supply Chain Financial Impact --
On The Line: What's the ROI on a Managed Transportation Services Relationship? --
13-8.Financial Statements --
13-9.Financial Impact of Supply Chain Decisions --
13-10.Supply Chain Service Financial Implications --
Summary --
Study Questions --
Notes --
Case 13.1: Wash & Dry, Inc. --
Case 13.2: Paper2Go.com --
Appendix 13A Financial Terms --
ch. 14 Supply Chain Technology[?]Managing Information Flows --
Supply Chain Profile: Omni-channel Retailing Runs on Information --
14-1.Introduction --
14-2.Information Requirements --
14-2-1.Meet Quality Standards --
14-2-2.Support Multidirectional Flows --
14-2-3.Provide Decision Support --
14-3.Systems Capabilities --
14-3-1.Enable Process Excellence --
14-3-2.Link Network Elements --
14-3-3.Mitigate Known Risks --
14-4.SCM Software --
14-4-1.Planning --
On The Line: Planning Software Drives Forecast Accuracy --
14-4-2.Execution --
14-4-3.Event Management --
14-4-4.Business Intelligence --
14-4-5.Facilitating Tools --
On The Line: RFID Supports Omni-channel Success --
14-5.SCM Technology Implementation --
14-5-1.Needs Assessment --
14-5-2.Software Selection --
14-5-3.Implementation Issues --
14-6.Supply Chain Technology Innovations --
14-6-1.Internet of Things --
14-6-2.Mobile Connectivity --
14-6-3.Functional Automation --
Summary --
Study Questions --
Notes --
Case 14.1: Inflate-a-Dome Innovations --
Case 14.2: Grand Reproductions Inc. --
ch. 15 Strategic Challenges and Change for Supply Chains --
Supply Chain Profile: Adapting Your Supply Chain for the Future...Now --
15-1.Introduction --
15-2.Principles of Supply Chain Management --
15-2-1.Principle 1: Segment Customers Based on Service Needs --
15-2-2.Principle 2: Customize the Logistics Network --
15-2-3.Principle 3: Listen to Signals of Market Demand and Plan Accordingly --
15-2-4.Principle 4: Differentiate Products Closer to the Customer --
15-2-5.Principle 5: Source Strategically --
15-2-6.Principle 6: Develop a Supply Chain-Wide Technology Strategy --
15-2-7.Principle 7: Adopt Channel-Spanning Performance Measures --
15-2-8.An Update on the Seven Principles of SCM --
15-3.Supply Chain Analytics and Big Data --
On The Line: The Changing Geography of Supply Chains --
15-3-1.Supply Chain Analytics Maturity Model --
15-3-2.Analytical Resources --
15-3-3.Big Data and the Supply Chain --
15-4.Omni-Channel --
15-4-1.Strategies for Success --
15-4-2.The Future of Omni-Channel --
15-5.Sustainability --
15-5-1.Benefits and Challenges --
15-5-2.Social and Environmental Responsibility --
15-5-3.Reducing Risk --
15-5-4."R's" of Sustainability --
15-5-5.Reverse Flows --
15-6.3-D Printing --
15-6-1.An Inside Look at 3-D Printing --
15-6-2.Illustrative Examples of 3-D Printing --
On The Line: Maersk Uses 3-D Printing for Spare Parts on Ships --
15-6-3.3-D Printing Strategic Impacts on Supply Chains and Logistics --
15-7.The Growing Need for SCM Talent Management --
On The Line: Employer Branding in Action --
15-8.Closing Thoughts --
Summary --
Study Questions --
Notes --
Case 15.1: Snoopze's P.O. Plus --
Case 15.2: Peerless Products, Inc. --
Appendix 15A Reverse Logistics Systems versus Closed Loops --
Customer Returns --
Environmental Challenges --
Economic Value --
Achieving a Value Stream for Reverse Flows --
Managing Reverse Flows in a Supply Chain.
The tenth edition of SUPPLY CHAIN MANAGEMENT: A LOGISTICS PERSPECTIVE refined its focus on the supply chain approach by blending logistics theory with practical applications and includes updated material on the latest technology, transportation regulations, pricing, and other issues.
Each chapter opens with "Supply Chain Profiles" vignettes introducing students to real-world companies, people, and events. New and updated "On the Line" boxed features are applied examples providing students with hands-on managerial experience of the chapter?s topics. "Supply Chain Technology" boxes appear throughout the text, helping students relate technological developments to supply chain management concepts and logistics practices while taking in consideration global changes. Short Cases at the end of each chapter are updated and build on what students have learned in the chapter.
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