Logistics management and strategy: competing through the supply chain
Gespeichert in:
| Beteiligte Personen: | , , , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Harlow, England
Pearson
2019
|
| Ausgabe: | Sixth edition |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030655863&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XXXIV, 457 Seiten Illustrationen, Diagramme |
| ISBN: | 9781292183688 |
Internformat
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Datensatz im Suchindex
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Contents Personal foreword Professional foreword Preface Authors' acknowledgements Publisher's acknowledgements How to use this book Plan of the book xv xvii xix xxiii xxv xxxiii xxxv Part One COMPETING THROUGH LOGISTICS 1 Logistics and the supply chain Introduction 1.1 Logistics and the supply chain 1.1.1 Definitions and concepts 1.1.2 Supply chain: structure and tiering 1.2 Material flow and information flow 1.2.1 Material flow 1.2.2 Information flow 1.3 Competing through logistics 1.3.1 Hard objectives 1.3.2 Supportive capabilities 1.3.3 Soft objectives 1.3.4 Order winners and qualifiers 1.4 Logistics strategies 1.4.1 Defining'strategy' 1.4.2 Aligning strategies 1.4.3 Differentiating strategies 1.4.4 Trade-offs in logistics Summary Discussion questions References Suggested further reading 2 Putting the end-customer first Introduction 2.1 The marketing perspective 2.1.1 Customer value 2.1.2 Rising customer expectations 3 3 4 8 9 14 14 16 17 18 21 28 28 30 30 32 32 34 35 36 36 38 39 39 40 42 42
viii Contents 2.1.3 The information revolution 2.1.4 Marketing segmentation 2.2 Demand profiling 2.3 Segmented supply chain strategy 2.3.1 Supply chain and marketing alignment 2.3.2 The supply chain strategy drivers 2.3.3 Selecting drivers for segmentation 2.3.4 The four-step approach to developing segmented supply chain strategy Summary Discussion questions References Suggested further reading 3 Value and logistics costs Introduction 3.1 Where does value come from? 3.2 How can conventional return on capital employed (ROCE) be measured? 3.2.1 ROCE and implications for supply chain management 3.2.2 Financial ratios and ROCE drivers 3.3 Why is liquidity important and what are the implications for supply chain management? 3.3.1 Supply Chain Finance (SCF) 3.4 How can logistics costs be represented? 3.4.1 Fixed/variable 3.4.2 Direct/indirect 3.4.3 Engineered/discretionary 3.5 Activity-based costing (ABC) 3.5.1 Cost-time profile (CTP) 3.5.2 Cost-to-serve (CTS) 3.6 How can capital investment decisionsbe made? 3.6.1 Four investment appraisal approaches 3.6.2 What are discounted cash flows? 3.7 A balanced measurement portfolio 3.7.1 Balanced scorecard 3.7.2 Supply chain management and the balanced scorecard 3.7.3 Supply chain operations reference model (SCOR) Summary Discussion questions References Suggested further reading 43 46 53 60 62 64 66 70 74 75 76 77 78 78 80 81 81 84 85 90 92 94 98 101 103 106 108 Ш Ш 112 117 119 120 122 126 127 128 130
Contents ix Part Two LEVERAGING LOGISTICS OPERATIONS 4 Managing logistics internationally Introduction 4.1 Drivers and logistics implications of internationalisation 4.1.1 Logistical implications of internationalisation 4.1.2 Time-to-market 4.1.3 Global consolidation 4.2 The tendency towards internationalisation 4.2.1 Focused factories: from geographical to product segmentation 4.2.2 Centralised inventories 4.3 The challenges of international logistics and location 4.3.1 Extended lead time of supply 4.3.2 Extended and unreliable transit times 4.3.3 Multiple consolidation and break points 4.3.4 Multiple freight modes and cost options 4.3.5 Price and currency fluctuations 4.4 Organising for international logistics 4.4.1 Location analysis 4.4.2 Different tiers in the network 4.4.3 The evolving role of individual plants 4.4.4 Reconfiguration processes 4.4.5 The changing and critical role of logistics service providers 4.5 Managing for risk readiness 4.5.1 Immediate risk readiness 4.5.2 Structural risk readiness 4.6 Reverse logistics 4.7 Corporate social responsibility in the supply chain 4.8 Establishing global governance of the supply chain 4.8.1 Decentralised centralisation 4.8.2 Incorporating new regions into global governance 4.8.3 Ownership of goods in the international flow of goods Summary Discussion questions References Suggested further reading 5 Managing the lead-time frontier Introduction 5.1 The role of time in competitive advantage 5.1.1 Time-based competition: the virtuous circle ofspeed 133 133 135 139 139 140 143 143 144 148 148 148 149 150 150 151 152 154 155
156 157 162 164 167 168 170 176 176 177 179 179 180 180 181 182 182 183 183
x Contents 5.1.2 Variety and speed 5.1.3 Time-based opportunities to add value 5.1.4 Time-based opportunities to reduce cost 5.1.5 Limitations to time-based approaches 5.2 Time-based process mapping 5.2.1 Stage 1 : Create a task force 5.2.2 Stage 2: Select the process to map 5.2.3 Stage 3: Collect data 5.2.4 Stage 4: Flow chart the process 5.2.5 Stage 5: Distinguish between value-adding and non-value-adding time 5.2.6 Stage 6: Construct the time-based process map 5.2.7 Stage 7: Solution generation 5.3 P:D ratios and differences 5.3.1 Using time as a performance measure 5.3.2 High variety poses a challenge to conventional clock-time 5.3.3 Using time to measure supply pipeline performance 5.3.4 Mapping P-time and D-time 5.4 Managing timeliness in the logistics pipeline 5.4.1 Strategies to cope when P-time is greater than D-time 5.4.2 Practices to cope when P-time is greater than D-time 5.4.3 Technologies to cope when P-time is greater than D-time Summary Discussion questions References Suggested further reading 6 Supply chain planning and control Introduction 6.1 The supply chain'game plan' 6.1.1 Planning and control within manufacturing 6.1.2 Sales and operations planning (S OP) 6.1.3 Managing inventory in the supply chain 6.1.4 Planning and control in retailing 6.1.5 Inter-firm planning and control 6.2 JIT and material requirements planning 6.3 Overcoming poor coordination in retail supply chains 6.3.1 Efficient consumer response (ECR) 6.3.2 Quick response (QR) Summary Discussion questions References Suggested further reading 185 186 188 190 191 192 192 192 192 193 193 193
194 194 199 200 202 205 205 207 208 217 217 217 218 219 219 221 222 228 234 239 241 244 247 248 254 256 257 257 259
Contents xi 7 Lean thinking and agilesupply chains Introduction 7.1 Lean thinking 7.1.1 Types of waste 7.1.2 The principles of lean thinking 7.1.3 Application of lean thinking to business processes 7.1.4 Lean manufacturing practices 7.2 The concept of agility 7.2.1 Product design for agility 7.2.2 Manufacturing for agility 7.2.3 Logistics for agility 7.2.4 Supply chain partnerships for agility 7.2.5 Preconditions for successful agile practice 7.3 Combining lean and agile Summary Discussion questions References Suggested further reading 260 260 262 262 263 267 268 269 277 280 287 290 294 298 302 304 305 307 Part Three WORKING TOGETHER 8 Integrating the supplychain Introduction 8.1 Integration in the supply chain 8.1.1 Internal integration: function to function 8.1.2 External integration: company to company 8.2 Electronic integration 8.2.1 Electronic data interchange (EDI) 8.2.2 Radio frequency identification devices (RFIDs) 8.2.3 Blockchain 8.3 Choosing the right supply relationships 8.3.1 The transaction cost economics (TCE) view of relationships 8.4 Strategic partnerships in the supply chain 8.4.1 Economic justification for partnerships 8.4.2 Advantages of partnerships 8.4.3 Implementing strategic partnerships 8.4.4 Lambert's partnership model 8.4.5 Barriers to developing strategic partnerships 8.5 Managing supply chain relationships 8.5.1 Tensions in closer relationships 8.5.2 Factors in forming supply chain relationships 8.6 Supplier networks 8.6.1 Supplier associations 311 311 313 314 321 332 335 336 339 343 349 350 351 351 352 353 355 357 357 358 359 359
xii Contents 8.6.2 Japanese keiretsu 8.6.3 Italian districts 8.6.4 Chinese industrial areas Summary Discussion questions References Suggested further reading 9 Sourcing and procurement Introduction 9.1 What does procurement do? 9.2 Key drivers of procurement effectiveness 9.2.1 Operating Principle I: Business alignment 9.2.2 Operating Principle II: Developing strategies for procurement categories 9.2.3 Operating Principle III: Total cost of ownership, not just price 9.2.4 Operating Principle IV: Supplier relationship management (SRM) 9.3 Managing the supply base 9.3.1 Segmenting the supply base 9.3.2 Establishing policies per supplier segment 9.3.3 Vendor rating 9.3.4 Executive ownership of supply relationships 9.3.5 Migrating towards customer of choice status 9.4 Procurement technology 9.5 Markers of boardroom value 9.6 What does top procurement talent look like? Summary Discussion questions References Suggested further reading 364 365 368 372 374 375 377 379 379 381 384 386 389 391 393 395 396 401 403 406 406 408 409 410 411 411 412 413 Part Four CHANGING THE FUTURE 10 Logistics future challenges and opportunities Introduction 10.1 Changing economics? 10.2 Internal alignment triad 10.3 Corporate social responsibility: same trade-offs 10.3.1 Reputational integrity 10.4 Logistics and economic development and humanitarian logistics 10.4.1 Humanitarian logistics 10.4.2 Preparedness phase 417 417 418 420 422 423 426 426 427
Contents xiii 10.4.3 Immediate response phase 10.4.4 Reconstruction phase 10.5 New technologies impacting supply chains 10.6 Selecting collaboration opportunities to accelerate time to market 10.6.1 Selecting upstream collaboration opportunities 10.6.2 Selecting downstream opportunities: which customers to give the keys to our car 10.7 The supply chain manager of the future 10.8 Changing chains 10.9 A great function to be in Summary Discussion questions References 428 428 431 432 433 Index 433 435 438 440 441 441 442 445 |
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| spelling | Harrison, Alan 1944- Verfasser (DE-588)130325260 aut Logistics management and strategy competing through the supply chain Alan Harrison, Heather Skipworth, Remko van Hoek, James Aitken Sixth edition Harlow, England Pearson 2019 XXXIV, 457 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Management (DE-588)4037278-9 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Logistik (DE-588)4036210-3 gnd rswk-swf Supply Chain Management (DE-588)4684051-5 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Logistik (DE-588)4036210-3 s Management (DE-588)4037278-9 s Supply Chain Management (DE-588)4684051-5 s DE-604 Unternehmen (DE-588)4061963-1 s 1\p DE-604 Skipworth, Heather Verfasser (DE-588)1069791970 aut Hoek, Remko I. van 1971- Verfasser (DE-588)130325252 aut Aitken, James Verfasser (DE-588)1037044827 aut Erscheint auch als Onlineausgabe, pdf 978-1-292-1-8370-1 Erscheint auch als Onlineausgabe, epub 978-1-292-1-8372-5 Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030655863&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Harrison, Alan 1944- Skipworth, Heather Hoek, Remko I. van 1971- Aitken, James Logistics management and strategy competing through the supply chain Management (DE-588)4037278-9 gnd Unternehmen (DE-588)4061963-1 gnd Logistik (DE-588)4036210-3 gnd Supply Chain Management (DE-588)4684051-5 gnd |
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| title | Logistics management and strategy competing through the supply chain |
| title_auth | Logistics management and strategy competing through the supply chain |
| title_exact_search | Logistics management and strategy competing through the supply chain |
| title_full | Logistics management and strategy competing through the supply chain Alan Harrison, Heather Skipworth, Remko van Hoek, James Aitken |
| title_fullStr | Logistics management and strategy competing through the supply chain Alan Harrison, Heather Skipworth, Remko van Hoek, James Aitken |
| title_full_unstemmed | Logistics management and strategy competing through the supply chain Alan Harrison, Heather Skipworth, Remko van Hoek, James Aitken |
| title_short | Logistics management and strategy |
| title_sort | logistics management and strategy competing through the supply chain |
| title_sub | competing through the supply chain |
| topic | Management (DE-588)4037278-9 gnd Unternehmen (DE-588)4061963-1 gnd Logistik (DE-588)4036210-3 gnd Supply Chain Management (DE-588)4684051-5 gnd |
| topic_facet | Management Unternehmen Logistik Supply Chain Management Lehrbuch |
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