Managing operations across the supply chain / Morgan Swink, Texas Christian University, Steven A. Melnyk, Michigan State University, Janet L. Hartley, Bowling Green State University.

By: Swink, Morgan, 1959- [author.]
Contributor(s): Melnyk, Steven A [author.] | Hartley, Janet L. (Janet Lea) [author.]
Language: English Series: The McGraw-Hill series in operations and decision sciencesPublisher: New York : McGraw-Hill, [2024]Copyright date: ©2024Edition: Fifth editionDescription: xxix, 658 pages : illustrations; 28 cmContent type: text Media type: unmediated Carrier type: volumeISBN: 9781266229770Subject(s): Business logistics | Production management | Industrial managementDDC classification: 658.5 LOC classification: HD38.5 | .M36175 2024
Contents:
Contents Chapter 1: Introduction to Managing Operations Across the Supply Chain Part 1: Supply Chain: a Perspective for Operations Management Introduction A Broad Definition of Supply Chain Operations Management Important Decisions in Supply Chain Operations Management Differences in Goods and Services Operations Processes and Process Thinking Operations Management Yesterday and Today: Growth of the Supply Chain Management Perspective Advances in Technology and Infrastructure Reduction in Governmental Barriers to Trade Focus on Core Capabilities Collaborative Networks Viewing Operations Management from a Supply Chain Management Perspective Operations Management Partners Across the Supply Chain Cross-Functional Relationships in Operations Management The Changing Nature of Supply Chains Levels of Operational Planning Across the Supply Chain How This Book Is Structured Chapter Summary Key Terms Discussion Questions Case: Business Textbook Supply Chain Case: Cemex’s Digital Transformation Selected Readings & Internet Sites Chapter 2: Operations and Supply Chain Strategy Introduction Levels of Strategic Planning Corporate Strategic Planning Business Unit Strategic Planning Functional Strategic Planning Developing Operations Strategy: Creating Value Through Strategic Choices Key Customers Assessing Customer Wants and Needs Value Propositions and Competitive Priorities Product-Related Competitive Priorities Process-Related Competitive Priorities Capabilities: Strengths and Limitations of Supply Chain Operations Maintaining the Fit between Customer Outcomes, Value Propositions, and Capabilities Deploying Operations Strategy: Creating Value Through Execution Feedback/Measurement: Communicating and Assessing Operations Strategy The Strategic Profit Model Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Otis Toy Trains Explores the Supply Chain Case: Steinway & Sons Piano Case: Trail Frames Chassis Case: Lil’ Me Dolls Deals with the Millions of Toys (MOT) Proposal Selected Readings & Internet Sites Additional Photo Credits Chapter 3: Managing Processes and Capacity Part 2: Foundations of Operations Management Introduction Processes and Process Thinking Anatomy of a Process Activities of a Process Inputs, Outputs, and Flows Structure Management Policies Capacity Planning Economies and Diseconomies of Scale The Relationship between Processes and Capacity Process Capacity and Utilization Principles of Process Performance: the Theory of Constraints Principle 1: Every Process Has a Constraint Estimating Capacity Requirements Principle 2: Every Process Contains Variance That Consumes Capacity Principle 3: Every Process Must Be Managed as a System Principle 4: Performance Measures Are Crucial to the Process’s Success Principle 5: Every Process Must Continuously Improve Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Evergreen Products Case: Midas Gold Juice Company Case: American Vinyl Products Selected Readings Chapter 3s: Process Mapping and Analysis Introduction The “Process” of Process Mapping and Analysis American Health and Medical Products (AHMP) Step 1: Identify the Desired Outcomes in Advance Step 2: Identify and Bound the Critical Process Step 3: Document the Existing Process (the “Current State” Map) Step 4: Analyze the Process and Identify Opportunities for Improvement Step 5: Recommend Appropriate Changes to the Process (the “Future State” Map) Step 6: Implement the Changes and Monitor Improvements Applying Processing Mapping to the "Real" World Other Processing Mapping Tools Supplement Summary Key Terms Problems Case: Midwestern Lighting Selected Readings & Internet Sites Chapter 4: Product/Process Innovation Introduction The Role of Product/Process Innovation in Supply Chain Operations Management The Product Life Cycle How Product/Process Innovation Affects Firm Performance Innovation Competencies Idea and Opportunity Development Innovation Portfolio Planning2 Innovation Project Management New Product/Process Launch and Learning Codevelopment Product/Process Design and Development The Stage-Gate Process Integrated Product/Process Design and Development: Concurrent Engineering Design for the Customer Design for Supply Chain Operations Enabling Technologies for Product/Process Innovation Chapter Summary Key Terms Discussion Questions Problems Case: The ALPHA Timer Development Project (A) Case: The ALPHA Timer Development Project (B) Case: The ALPHA Timer Development Project (C) Case: Taco Explosion Selected Readings & Internet Sites Chapter 5: Manufacturing and Service Process Structures Introduction Process Structures Product-Process Matrix Processes within a Supply Chain Aligning Process Structure and Market Orientation Unique Aspects of Service Processes Service Process Matrix Managing Front-Office and Back-Office Processes Operations Layout Fixed-Position Layout Functional Layout Product Layout Line Balancing in Product Layouts Cellular Layout Capability Enabling Technologies Established Technologies Emerging Digital Technologies Challenges to Digital Transformation Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Coffee Roasters Case: Sonnie’s Gourmet Sandwich Café Selected Readings & Internet Sites Chapter 6: Managing Quality Introduction Defining the Dimensions of Quality Functional Roles in Quality Management Core Values and Concepts of Quality Management TQM: A “Total” View of Quality Recognizing the Total Impacts of Quality Performance An Inverted View of Management Process-Oriented Focus on Prevention and Problem Solving Viewing Quality Management as a Never-Ending Quest Building an Organizational Culture around Quality Quality Goes Digital Guiding Methodologies for Quality Management Plan-Do-Check-Act Cycles (Deming Wheel) Six Sigma: A Systematic Approach to Quality Management DMAIC: The Six Sigma Process Design for Six Sigma Implementing Six Sigma Certifying Progress in Quality Management ISO 9000: An International Quality Standard Attaining ISO 9000 Certification Industry Interpretations of ISO 9000 Chapter Summary Key Terms Discussion Questions Problems Case: Aqua-Fun Case: A Comment on Management Attitude Selected Readings & Internet Sites Chapter 6s: Chapter Supplement: Quality Improvement Tools Introduction Overview Standard Problem Solving Approach Quality Improvement Tools Pear Computers: Using Quality Tools to Improve Performance Histograms Cause-and-Effect Diagrams Check Sheets Pareto Analysis Scatter Diagram Process Flow Diagram Process Capability Analysis: Cp and Cpk Process Control Charts Taguchi Methods/Design of Experiments Moments of Truth Analysis Other Quality Control Tools Supplement Summary Key Terms Solved Problems Problems Case: The Tragedy of R.M.S. Titanic Case: The Bully Boy Bagging Line Selected Readings & Internet Sites Chapter 7: Managing Inventories Introduction Types and Roles of Inventory Types of Inventory The Roles of Inventory The Financial Impact of Inventory Balance Sheet Considerations Costs Related to Inventory Measures of Inventory Performance Asset Productivity: Inventory Turnover and Days of Supply Service Level Inventory Management Systems The Continuous Review Model The Case of No Variability How Much to Order: Economic Order Quantity When to Order: The Reorder Point EOQ Extensions Enter Variability and Uncertainty Determining the Standard Deviation of Demand During Lead Time Determining a Service Level Policy Revisiting ROP and Average Inventory The Periodic Review Model Single Period Inventory Model Impact of Location on Inventory Location and Inventory/Service Trade-offs Managing Inventory Managing Cycle Stocks Managing Safety Stocks Managing Locations Inventory Information Systems and Accuracy Implementing Inventory Models Managing Inventory Across the Supply Chain Inventory Value in the Supply Chain The Bullwhip Effect Integrated Supply Chain Inventory Management Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Inventory at Champion Electric Case: Tasty Treats Case: Dexter’s Chicken Selected Readings and Internet Sites Chapter 8: Lean Systems Introduction Lean Systems Defined Origins of Lean Systems and Just-in-Time Production Strategic Benefit of Lean Systems Lean Systems Objectives, Culture, and Guiding Principles Implementing Lean Systems: Tools And Techniques Total Productive Maintenance (TPM) Group Technology—Cellular Manufacturing Focused Factories TAKT Time Flow Balancing Kanban (Pull) Scheduling Level, Mixed-Model Scheduling Setup Reduction Statistical Process Control Visual Control Quality at the Source Kaizen Events Process Analysis/Value Stream Mapping Poka-Yoke 5-S Program Simplification/Standardization Lean Systems: Range Of Application Applying Lean Systems Broadly within the Firm Applying Lean Systems to Services Applying Lean to Healthcare Applying Lean Systems Across the Supply Chain Lean and the COVID19 Pandemic—Lessons Learned Applying Lean Systems to Product Innovation Lean—Other Applications Chapter Summary Key Terms Discussion Questions Case: Good Guy Hospital Supply Case: Purchasing at Midwestern State University Case: Western Telephone Manufacturing Selected Readings Chapter 9: Customer Service Management Part 3: Integrating Relationships Across the Supply Chain Introduction Basic Service Product Availability Order-to-Delivery Lead Time Service Reliability Service Information The Perfect Order Technology Enablement of Basic Service Limitations of Basic Service Customer Satisfaction Customer Expectations Customer Satisfaction Model Limitations of Customer Satisfaction Customer Success Achieving Customer Success Customer Relationship Management Customer Service Strategy Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Tiler Industries Case: Johnson Snacks Case: Global Glasses Glitches Selected Readings & Internet Sites Chapter 10: Sourcing and Supply Management Introduction Supply Management’s Impact on Firm and Supply Chain Performance Supply Management Goals Making an Insourcing/Outsourcing Decision Supply Category Management Identify Purchase Categories Develop Strategies Using Portfolio Analysis Examining the Sourcing Process Identify Need and Develop Specifications Identify Potential Suppliers Assess and Select Suppliers Manage Ongoing Supplier Relationships Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Category Management at Best Banks Case: Trail Frames Chassis: Insourcing/Outsourcing Decision Case: Dining Service Sourcing at Midwest University Selected Readings & Internet Sites Chapter 11: Logistics Management Introduction The Role of Logistics in Supply Chain Management Order Processing Inventory Management Transportation Management Government’s Role in Transportation Principles of Transportation Economics Consolidation Transportation Modes Last Mile Delivery Transportation Service Selection Warehousing/Distribution Management Primary Functions of Distribution Centers (DCs) Warehouse/DC Operations Materials Handling and Packaging Logistics Network Design Number of Facilities Facility Location Center-of-Gravity Method Third-Party Logistics Service Providers Future Perspectives Changing Consumer Shopping Patterns Labor Challenges and Driver Shortage The Sharing Economy and New Entrants Looking Ahead—Macroeconomic and Geopolitical Factors Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Spartan Plastics Case: Lear Corporation Selected Readings & Internet Sites Chapter 12: Demand Planning: Forecasting and Demand Management Part 4: Planning for Integrated Operations Across the Supply Chain Introduction Demand Planning: An Overview The Role That Demand Planning Plays in Operations Management Planning Activities Demand Forecasting Components of Demand Designing a Forecasting Process Judgment-Based Forecasting Statistical Model–Based Forecasting Estimating Trends Adjusting Forecasts for Seasonality Causal Models Simulation Models Artificial Intelligence Assessing the Performance of the Forecasting Process Tracking Forecast Error Acceptability Situational Drivers of Forecast Accuracy Demand Management Improving the Constraints on Demand Planning Improving Information Breadth, Accuracy, and Timeliness Reducing Lead Time Redesigning the Product for Postponement Collaborating and Sharing Information Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Rachel’s Breakfast Café Case: C&F Apparel, Inc. Selected Readings & Internet Sites Chapter 13: Sales and Operations Planning Introduction Sales and Operations Planning S&OP Benefits The S&OP Process Achieving Mature S&OP Processes Aggregate Production Planning Relevant Aggregate Planning Costs Aggregate Production Strategies Creating an Aggregate Production Plan Level Production Plan Chase Plan Hybrid Plan Comparing Aggregate Production Plans Aggregate Planning for Service Industries Yield Management An Example of a Service Aggregate Plan Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Med-Chem Products: Hospital Division Case: Fitch and Hughes, P.C. Case: Premium Foods' Pandemic Plans Selected Readings & Internet Sites Chapter 14: Materials and Resource Requirements Planning Introduction Materials Requirements Planning (MRP) MRP Inputs Master Production Schedule (MPS) Bill of Materials (BOM) Inventory Records MRP Process MRP Outputs and Use Distribution Requirements Planning (DRP) DRP Planning Process Capacity Requirements Planning (CRP) Advances In Planning Systems Enterprise Resource Planning (ERP) Advanced Planning and Scheduling (APS) Extending Planning across the Supply Chain Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: QP Industries—The Challenges of Integration Case: The Casual Furniture Company Selected Readings & Internet Sites Chapter 15: Project Management Part 5: Managing Change in Supply Chain Operations Introduction Projects and Project Management How Projects Succeed Stages in the Life of a Project Project Definition Organizing the Project: Pure, Functional, and Matrix Projects Selecting a Project Manager Organizing Project Teams Establishing a Project Charter Project Planning Budgeting for Time and Cost Detailed Scheduling Using the Critical Path Method Analyzing Resources and Trade-Offs Making Time-Cost-Scope Trade-Offs Planning for Uncertainty Project Execution When to Kill a Project Project Completion Managing a Portfolio of Projects Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Derek’s European Tour Case: Monolith Productions Selected Readings & Internet Sites Chapter 15s: Chapter Supplement: Advanced Methods for Project Scheduling Introduction Project Crashing: Making Time-Cost Trade-Offs Scheduling a Project with Probabilistic Task Duration Estimates Supplement Summary Key Terms Discussion Questions Solved Problem Problems Selected Readings & Internet Sites Chapter 16: Sustainable Operations Management—Preparing for the Future Introduction The Triple Bottom Line Transforms in ESG The Starting Point - the Triple Bottom Line The First P—Planet Implications for Operations Management: A Broader View of Waste Challenges of Being Environmentally Sustainable ISO 14000—The Standard for Environmental Management Systems The Second P—People Organizational Culture National Culture Diversity, Equity, and Inclusion (DEI) The Third P—Profit and Long-Term Competitive Advantage Changes in Key Customers Changes in Value Propositions Changes in Operational Capabilities Balancing the 3 Ps Reporting and Measuring Corporate Sustainability Efforts Standards—the Building Blocks Environmental, Social and Governance (ESG) - the "New" Lens for Sustainability Sustainability as Corporate Strategy Chapter Summary Key Terms Discussion Questions Case: EuroConstellation Electronics Case: The Problem with Plastics Case: The HyperCar Case: Sourcing Outside the Cage Selected Readings & Internet Sites Appendix A Appendix A Appendix B Appendix B ANSWERS TO SELECTED PROBLEMS Key Themes Index Key Themes Digital Relationships Global Sustainability Name Index Name Index
Summary: "We continue to live in dynamic and exciting times. Recent years have seen many changes that have affected nearly every aspect of business, including operations management. In this fifth edition of our book, we continue to reflect key shifts in operations management, including transitions: From a focus on the internal system to a focus on the supply chain. In today's highly competitive business environment, organizations must leverage the capabilities of their suppliers and customers. Operations managers must look beyond the "four walls" of the firm and take an integrated supply chain perspective of operations. From a local focus to a global focus. As Thomas L. Friedman pointed out, the world is indeed flat. Business solutions generated in Argentina are used to meet needs in the United States, and parts built by suppliers located in China are used to assemble cars in Canada. Commercial needs have overcome, to a large part, national borders, presenting new opportunities and challenges for operations managers"-- Provided by publisher.
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Includes bibliographical references and indexes.

Contents
Chapter 1: Introduction to Managing Operations Across the Supply Chain
Part 1: Supply Chain: a Perspective for Operations Management
Introduction
A Broad Definition of Supply Chain Operations Management
Important Decisions in Supply Chain Operations Management
Differences in Goods and Services Operations
Processes and Process Thinking
Operations Management Yesterday and Today: Growth of the Supply Chain Management Perspective
Advances in Technology and Infrastructure
Reduction in Governmental Barriers to Trade
Focus on Core Capabilities
Collaborative Networks
Viewing Operations Management from a Supply Chain Management Perspective
Operations Management Partners Across the Supply Chain
Cross-Functional Relationships in Operations Management
The Changing Nature of Supply Chains
Levels of Operational Planning Across the Supply Chain
How This Book Is Structured
Chapter Summary
Key Terms
Discussion Questions
Case: Business Textbook Supply Chain
Case: Cemex’s Digital Transformation
Selected Readings & Internet Sites
Chapter 2: Operations and Supply Chain Strategy
Introduction
Levels of Strategic Planning
Corporate Strategic Planning
Business Unit Strategic Planning
Functional Strategic Planning
Developing Operations Strategy: Creating Value Through Strategic Choices
Key Customers
Assessing Customer Wants and Needs
Value Propositions and Competitive Priorities
Product-Related Competitive Priorities
Process-Related Competitive Priorities
Capabilities: Strengths and Limitations of Supply Chain Operations
Maintaining the Fit between Customer Outcomes, Value Propositions, and Capabilities
Deploying Operations Strategy: Creating Value Through Execution
Feedback/Measurement: Communicating and Assessing Operations Strategy
The Strategic Profit Model
Chapter Summary
Key Terms
Discussion Questions
Solved Problem
Problems
Case: Otis Toy Trains Explores the Supply Chain
Case: Steinway & Sons Piano
Case: Trail Frames Chassis
Case: Lil’ Me Dolls Deals with the Millions of Toys (MOT) Proposal
Selected Readings & Internet Sites
Additional Photo Credits
Chapter 3: Managing Processes and Capacity
Part 2: Foundations of Operations Management
Introduction
Processes and Process Thinking
Anatomy of a Process
Activities of a Process
Inputs, Outputs, and Flows
Structure
Management Policies
Capacity Planning
Economies and Diseconomies of Scale
The Relationship between Processes and Capacity
Process Capacity and Utilization
Principles of Process Performance: the Theory of Constraints
Principle 1: Every Process Has a Constraint
Estimating Capacity Requirements
Principle 2: Every Process Contains Variance That Consumes Capacity
Principle 3: Every Process Must Be Managed as a System
Principle 4: Performance Measures Are Crucial to the Process’s Success
Principle 5: Every Process Must Continuously Improve
Chapter Summary
Key Terms
Discussion Questions
Solved Problems
Problems
Case: Evergreen Products
Case: Midas Gold Juice Company
Case: American Vinyl Products
Selected Readings
Chapter 3s: Process Mapping and Analysis
Introduction
The “Process” of Process Mapping and Analysis
American Health and Medical Products (AHMP)
Step 1: Identify the Desired Outcomes in Advance
Step 2: Identify and Bound the Critical Process
Step 3: Document the Existing Process (the “Current State” Map)
Step 4: Analyze the Process and Identify Opportunities for Improvement
Step 5: Recommend Appropriate Changes to the Process (the “Future State” Map)
Step 6: Implement the Changes and Monitor Improvements
Applying Processing Mapping to the "Real" World
Other Processing Mapping Tools
Supplement Summary
Key Terms
Problems
Case: Midwestern Lighting
Selected Readings & Internet Sites
Chapter 4: Product/Process Innovation
Introduction
The Role of Product/Process Innovation in Supply Chain Operations Management
The Product Life Cycle
How Product/Process Innovation Affects Firm Performance
Innovation Competencies
Idea and Opportunity Development
Innovation Portfolio Planning2
Innovation Project Management
New Product/Process Launch and Learning
Codevelopment
Product/Process Design and Development
The Stage-Gate Process
Integrated Product/Process Design and Development: Concurrent Engineering
Design for the Customer
Design for Supply Chain Operations
Enabling Technologies for Product/Process Innovation
Chapter Summary
Key Terms
Discussion Questions
Problems
Case: The ALPHA Timer Development Project (A)
Case: The ALPHA Timer Development Project (B)
Case: The ALPHA Timer Development Project (C)
Case: Taco Explosion
Selected Readings & Internet Sites
Chapter 5: Manufacturing and Service Process Structures
Introduction
Process Structures
Product-Process Matrix
Processes within a Supply Chain
Aligning Process Structure and Market Orientation
Unique Aspects of Service Processes
Service Process Matrix
Managing Front-Office and Back-Office Processes
Operations Layout
Fixed-Position Layout
Functional Layout
Product Layout
Line Balancing in Product Layouts
Cellular Layout
Capability Enabling Technologies
Established Technologies
Emerging Digital Technologies
Challenges to Digital Transformation
Chapter Summary
Key Terms
Discussion Questions
Solved Problems
Problems
Case: Coffee Roasters
Case: Sonnie’s Gourmet Sandwich Café
Selected Readings & Internet Sites
Chapter 6: Managing Quality
Introduction
Defining the Dimensions of Quality
Functional Roles in Quality Management
Core Values and Concepts of Quality Management
TQM: A “Total” View of Quality
Recognizing the Total Impacts of Quality Performance
An Inverted View of Management
Process-Oriented Focus on Prevention and Problem Solving
Viewing Quality Management as a Never-Ending Quest
Building an Organizational Culture around Quality
Quality Goes Digital
Guiding Methodologies for Quality Management
Plan-Do-Check-Act Cycles (Deming Wheel)
Six Sigma: A Systematic Approach to Quality Management
DMAIC: The Six Sigma Process
Design for Six Sigma
Implementing Six Sigma
Certifying Progress in Quality Management
ISO 9000: An International Quality Standard
Attaining ISO 9000 Certification
Industry Interpretations of ISO 9000
Chapter Summary
Key Terms
Discussion Questions
Problems
Case: Aqua-Fun
Case: A Comment on Management Attitude
Selected Readings & Internet Sites
Chapter 6s: Chapter Supplement: Quality Improvement Tools
Introduction
Overview
Standard Problem Solving Approach
Quality Improvement Tools
Pear Computers: Using Quality Tools to Improve Performance
Histograms
Cause-and-Effect Diagrams
Check Sheets
Pareto Analysis
Scatter Diagram
Process Flow Diagram
Process Capability Analysis: Cp and Cpk
Process Control Charts
Taguchi Methods/Design of Experiments
Moments of Truth Analysis
Other Quality Control Tools
Supplement Summary
Key Terms
Solved Problems
Problems
Case: The Tragedy of R.M.S. Titanic
Case: The Bully Boy Bagging Line
Selected Readings & Internet Sites
Chapter 7: Managing Inventories
Introduction
Types and Roles of Inventory
Types of Inventory
The Roles of Inventory
The Financial Impact of Inventory
Balance Sheet Considerations
Costs Related to Inventory
Measures of Inventory Performance
Asset Productivity: Inventory Turnover and Days of Supply
Service Level
Inventory Management Systems
The Continuous Review Model
The Case of No Variability
How Much to Order: Economic Order Quantity
When to Order: The Reorder Point
EOQ Extensions
Enter Variability and Uncertainty
Determining the Standard Deviation of Demand During Lead Time
Determining a Service Level Policy
Revisiting ROP and Average Inventory
The Periodic Review Model
Single Period Inventory Model
Impact of Location on Inventory
Location and Inventory/Service Trade-offs
Managing Inventory
Managing Cycle Stocks
Managing Safety Stocks
Managing Locations
Inventory Information Systems and Accuracy
Implementing Inventory Models
Managing Inventory Across the Supply Chain
Inventory Value in the Supply Chain
The Bullwhip Effect
Integrated Supply Chain Inventory Management
Chapter Summary
Key Terms
Discussion Questions
Solved Problems
Problems
Case: Inventory at Champion Electric
Case: Tasty Treats
Case: Dexter’s Chicken
Selected Readings and Internet Sites
Chapter 8: Lean Systems
Introduction
Lean Systems Defined
Origins of Lean Systems and Just-in-Time Production
Strategic Benefit of Lean Systems
Lean Systems Objectives, Culture, and Guiding Principles
Implementing Lean Systems: Tools And Techniques
Total Productive Maintenance (TPM)
Group Technology—Cellular Manufacturing
Focused Factories
TAKT Time Flow Balancing
Kanban (Pull) Scheduling
Level, Mixed-Model Scheduling
Setup Reduction
Statistical Process Control
Visual Control
Quality at the Source
Kaizen Events
Process Analysis/Value Stream Mapping
Poka-Yoke
5-S Program
Simplification/Standardization
Lean Systems: Range Of Application
Applying Lean Systems Broadly within the Firm
Applying Lean Systems to Services
Applying Lean to Healthcare
Applying Lean Systems Across the Supply Chain
Lean and the COVID19 Pandemic—Lessons Learned
Applying Lean Systems to Product Innovation
Lean—Other Applications
Chapter Summary
Key Terms
Discussion Questions
Case: Good Guy Hospital Supply
Case: Purchasing at Midwestern State University
Case: Western Telephone Manufacturing
Selected Readings
Chapter 9: Customer Service Management
Part 3: Integrating Relationships Across the Supply Chain
Introduction
Basic Service
Product Availability
Order-to-Delivery Lead Time
Service Reliability
Service Information
The Perfect Order
Technology Enablement of Basic Service
Limitations of Basic Service
Customer Satisfaction
Customer Expectations
Customer Satisfaction Model
Limitations of Customer Satisfaction
Customer Success
Achieving Customer Success
Customer Relationship Management
Customer Service Strategy
Chapter Summary
Key Terms
Discussion Questions
Solved Problem
Problems
Case: Tiler Industries
Case: Johnson Snacks
Case: Global Glasses Glitches
Selected Readings & Internet Sites
Chapter 10: Sourcing and Supply Management
Introduction
Supply Management’s Impact on Firm and Supply Chain Performance
Supply Management Goals
Making an Insourcing/Outsourcing Decision
Supply Category Management
Identify Purchase Categories
Develop Strategies Using Portfolio Analysis
Examining the Sourcing Process
Identify Need and Develop Specifications
Identify Potential Suppliers
Assess and Select Suppliers
Manage Ongoing Supplier Relationships
Chapter Summary
Key Terms
Discussion Questions
Solved Problems
Problems
Case: Category Management at Best Banks
Case: Trail Frames Chassis: Insourcing/Outsourcing Decision
Case: Dining Service Sourcing at Midwest University
Selected Readings & Internet Sites
Chapter 11: Logistics Management
Introduction
The Role of Logistics in Supply Chain Management
Order Processing
Inventory Management
Transportation Management
Government’s Role in Transportation
Principles of Transportation Economics
Consolidation
Transportation Modes
Last Mile Delivery
Transportation Service Selection
Warehousing/Distribution Management
Primary Functions of Distribution Centers (DCs)
Warehouse/DC Operations
Materials Handling and Packaging
Logistics Network Design
Number of Facilities
Facility Location
Center-of-Gravity Method
Third-Party Logistics Service Providers
Future Perspectives
Changing Consumer Shopping Patterns
Labor Challenges and Driver Shortage
The Sharing Economy and New Entrants
Looking Ahead—Macroeconomic and Geopolitical Factors
Chapter Summary
Key Terms
Discussion Questions
Solved Problems
Problems
Case: Spartan Plastics
Case: Lear Corporation
Selected Readings & Internet Sites
Chapter 12: Demand Planning: Forecasting and Demand Management
Part 4: Planning for Integrated Operations Across the Supply Chain
Introduction
Demand Planning: An Overview
The Role That Demand Planning Plays in Operations Management
Planning Activities
Demand Forecasting
Components of Demand
Designing a Forecasting Process
Judgment-Based Forecasting
Statistical Model–Based Forecasting
Estimating Trends
Adjusting Forecasts for Seasonality
Causal Models
Simulation Models
Artificial Intelligence
Assessing the Performance of the Forecasting Process
Tracking Forecast Error Acceptability
Situational Drivers of Forecast Accuracy
Demand Management
Improving the Constraints on Demand Planning
Improving Information Breadth, Accuracy, and Timeliness
Reducing Lead Time
Redesigning the Product for Postponement
Collaborating and Sharing Information
Chapter Summary
Key Terms
Discussion Questions
Solved Problems
Problems
Case: Rachel’s Breakfast Café
Case: C&F Apparel, Inc.
Selected Readings & Internet Sites
Chapter 13: Sales and Operations Planning
Introduction
Sales and Operations Planning
S&OP Benefits
The S&OP Process
Achieving Mature S&OP Processes
Aggregate Production Planning
Relevant Aggregate Planning Costs
Aggregate Production Strategies
Creating an Aggregate Production Plan
Level Production Plan
Chase Plan
Hybrid Plan
Comparing Aggregate Production Plans
Aggregate Planning for Service Industries
Yield Management
An Example of a Service Aggregate Plan
Chapter Summary
Key Terms
Discussion Questions
Solved Problem
Problems
Case: Med-Chem Products: Hospital Division
Case: Fitch and Hughes, P.C.
Case: Premium Foods' Pandemic Plans
Selected Readings & Internet Sites
Chapter 14: Materials and Resource Requirements Planning
Introduction
Materials Requirements Planning (MRP)
MRP Inputs
Master Production Schedule (MPS)
Bill of Materials (BOM)
Inventory Records
MRP Process
MRP Outputs and Use
Distribution Requirements Planning (DRP)
DRP Planning Process
Capacity Requirements Planning (CRP)
Advances In Planning Systems
Enterprise Resource Planning (ERP)
Advanced Planning and Scheduling (APS)
Extending Planning across the Supply Chain
Chapter Summary
Key Terms
Discussion Questions
Solved Problem
Problems
Case: QP Industries—The Challenges of Integration
Case: The Casual Furniture Company
Selected Readings & Internet Sites
Chapter 15: Project Management
Part 5: Managing Change in Supply Chain Operations
Introduction
Projects and Project Management
How Projects Succeed
Stages in the Life of a Project
Project Definition
Organizing the Project: Pure, Functional, and Matrix Projects
Selecting a Project Manager
Organizing Project Teams
Establishing a Project Charter
Project Planning
Budgeting for Time and Cost
Detailed Scheduling Using the Critical Path Method
Analyzing Resources and Trade-Offs
Making Time-Cost-Scope Trade-Offs
Planning for Uncertainty
Project Execution
When to Kill a Project
Project Completion
Managing a Portfolio of Projects
Chapter Summary
Key Terms
Discussion Questions
Solved Problem
Problems
Case: Derek’s European Tour
Case: Monolith Productions
Selected Readings & Internet Sites
Chapter 15s: Chapter Supplement: Advanced Methods for Project Scheduling
Introduction
Project Crashing: Making Time-Cost Trade-Offs
Scheduling a Project with Probabilistic Task Duration Estimates
Supplement Summary
Key Terms
Discussion Questions
Solved Problem
Problems
Selected Readings & Internet Sites
Chapter 16: Sustainable Operations Management—Preparing for the Future
Introduction
The Triple Bottom Line Transforms in ESG
The Starting Point - the Triple Bottom Line
The First P—Planet
Implications for Operations Management: A Broader View of Waste
Challenges of Being Environmentally Sustainable
ISO 14000—The Standard for Environmental Management Systems
The Second P—People
Organizational Culture
National Culture
Diversity, Equity, and Inclusion (DEI)
The Third P—Profit and Long-Term Competitive Advantage
Changes in Key Customers
Changes in Value Propositions
Changes in Operational Capabilities
Balancing the 3 Ps
Reporting and Measuring Corporate Sustainability Efforts
Standards—the Building Blocks
Environmental, Social and Governance (ESG) - the "New" Lens for Sustainability
Sustainability as Corporate Strategy
Chapter Summary
Key Terms
Discussion Questions
Case: EuroConstellation Electronics
Case: The Problem with Plastics
Case: The HyperCar
Case: Sourcing Outside the Cage
Selected Readings & Internet Sites
Appendix A
Appendix A
Appendix B
Appendix B
ANSWERS TO SELECTED PROBLEMS
Key Themes Index
Key Themes
Digital
Relationships
Global
Sustainability
Name Index
Name Index

"We continue to live in dynamic and exciting times. Recent years have seen many changes that have affected nearly every aspect of business, including operations management. In this fifth edition of our book, we continue to reflect key shifts in operations management, including transitions: From a focus on the internal system to a focus on the supply chain. In today's highly competitive business environment, organizations must leverage the capabilities of their suppliers and customers. Operations managers must look beyond the "four walls" of the firm and take an integrated supply chain perspective of operations. From a local focus to a global focus. As Thomas L. Friedman pointed out, the world is indeed flat. Business solutions generated in Argentina are used to meet needs in the United States, and parts built by suppliers located in China are used to assemble cars in Canada. Commercial needs have overcome, to a large part, national borders, presenting new opportunities and challenges for operations managers"-- Provided by publisher.

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