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Supply Chain Management: Strategy, Planning, and Operation 7th edition [Hardback]

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  • Formāts: Hardback, 528 pages, height x width x depth: 254x203x23 mm, weight: 1020 g
  • Izdošanas datums: 06-Mar-2018
  • Izdevniecība: Pearson
  • ISBN-10: 0134731883
  • ISBN-13: 9780134731889
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Supply Chain Management: Strategy, Planning, and Operation 7th editionPalielināt
  • Formāts: Hardback, 528 pages, height x width x depth: 254x203x23 mm, weight: 1020 g
  • Izdošanas datums: 06-Mar-2018
  • Izdevniecība: Pearson
  • ISBN-10: 0134731883
  • ISBN-13: 9780134731889
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9780134731889.html
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For MBA, engineering master, or senior-level undergraduate courses in supply chain management.


A strategic framework for understanding supply chain management

Supply Chain Management  introduces high-level strategy and concepts while giving readers the practical tools necessary to solve supply chain problems. Using a strategic framework, readers are guided through all of the key drivers of supply chain performance, including facilities, inventory, transportation, information, sourcing, and pricing. The 7th Edition weaves in compelling case study examples to illustrate how good supply chain management offers a competitive advantage and how poor supply chain management can damage an organization’s performance. With this text, readers gain a deeper understanding of supply chains and a firm grasp on the practical managerial levers that can improve supply chain performance.

 

 

Preface ix
Part I Building a Strategic Framework to Analyze Supply Chains
Chapter 1 Understanding the Supply Chain
1(18)
What Is a Supply Chain?
1(2)
The Objective of a Supply Chain
3(3)
Decision Phases in a Supply Chain
6(2)
Process Views of a Supply Chain
8(5)
Examples of Supply Chains
13(4)
Developing Skills for Your Career
17(2)
Discussion Questions
18(1)
Bibliography
18(1)
Chapter 2 Achieving Strategic Fit In A Supply Chain
19(21)
Competitive and Supply Chain Strategies
19(3)
How is Strategic Fit Achieved?
22(9)
Supply Chain Levers to Deal with Uncertainty
31(2)
Expanding Strategic Scope
33(7)
Discussion Questions
36(1)
Bibliography
36(1)
Case Study: The Demise of Blockbuster
37(3)
Chapter 3 Supply Chain Drivers and Metrics
40(29)
Financial Measures of Performance
40(5)
A Framework for Supply Chain Decisions
45(2)
Facilities
47(3)
Inventory
50(2)
Transportation
52(2)
Information
54(2)
Sourcing
56(2)
Pricing
58(11)
Discussion Questions
61(1)
Bibliography
61(1)
Case Study: Seven-Eleven Japan Co.
61(7)
Case Study: Financial Statements for Walmart Stores inc. and Macy's Inc.
68(1)
Part II Designing the Supply Chain Network
Chapter 4 Designing Distribution Networks and Applications to Omni-Channel Retailing
69(34)
Factors Affecting Distribution Network Design in the Supply Chain
69(5)
Design Options for a Distribution Network
74(14)
Online Sales and Omni-Channel Retailing
88(15)
Discussion Questions
97(1)
Bibliography
97(1)
Case Study: Blue Nile and Diamond Retailing
98(5)
Chapter 5 Network Design In the Supply Chain
103(35)
The Role of Network Design in the Supply Chain
103(2)
Factors Influencing Network Design Decisions
105(5)
Framework for Network Design Decisions
110(3)
Models for Designing a Regional Network Configuration
113(5)
Models for Identifying Potential Sites in a Region
118(3)
Models for Demand Allocation and Plant Location
121(17)
Discussion Questions
129(1)
Exercises
129(5)
Bibliography
134(1)
Case Study: Designing the Production Network at CoolWipes
134(1)
Case Study: Managing a Merger at Lightning Networks
135(3)
Chapter 6 Designing Global Supply Chain Networks
138(34)
The Impact of Globalization on Supply Chain Networks
138(2)
The Importance of Total Cost in Global Networks
140(3)
Risk Management in Global Supply Chains
143(4)
Evaluating Network Design Decisions using Decision Trees
147(10)
To Onshore or To Offshore: The Value of Flexibility in a Supply Chain Under Uncertainty
157(15)
Discussion Questions
165(1)
Exercises
165(2)
Bibliography
167(1)
Case Study: BioPharma, Inc.
168(3)
Case Study: The Sourcing Decision at Forever Young
171(1)
Part III Planning and Coordinating Demand and Supply in a Supply Chain
Chapter 7 Demand Forecasting In A Supply Chain
172(33)
The Role of Forecasting in a Supply Chain
172(2)
Components of a Forecast and Forecasting Methods
174(4)
Time-Series Forecasting Methods
178(10)
Measures of Forecast Error
188(3)
Building Forecasting Models using Excel
191(14)
Discussion Questions
199(1)
Exercises
200(2)
Bibliography
202(1)
Case Study: Specialty Packaging Corporation
202(3)
Chapter 8 Aggregate Planning In A Supply Chain
205(22)
Aggregate Planning and its Role in a Supply Chain
205(3)
The Basic Tradeoffs in Aggregate Planning
208(1)
Aggregate Planning using Linear Programming
209(8)
Aggregate Planning in Excel
217(10)
Discussion Questions
222(1)
Exercises
222(2)
Bibliography
224(1)
Case Study: Kloss Planters and Harvesters
224(2)
Case Study: Smartphone Production at Quicktronics
226(1)
Chapter 9 Sales and Operations Planning In A Supply Chain
227(17)
Responding to Predictable Variability in the Supply Chain
227(4)
Sales and Operations Planning at Red Tomato
231(13)
Discussion Questions
238(1)
Exercises
238(2)
Bibliography
240(1)
Case Study: Mintendo Game Girl
241(1)
Case Study: Promotion Challenges at Gulmarg Skis
242(2)
Chapter 10 Coordination In A Supply Chain
244(20)
Lack of Supply Chain Coordination and its Impact on Performance
244(4)
Obstacles to Coordination in a Supply Chain
248(4)
Managerial Levers to Improve Coordination
252(6)
Some Practical Approaches to Improve Supply Chain Coordination
258(6)
Discussion Questions
263(1)
Bibliography
263(1)
Part IV Planning and Managing Inventories in a Supply Chain
Chapter 11 Managing Economies of Scale In A Supply Chain Cycle Inventory
264(47)
The Role of Cycle Inventory in a Supply Chain
264(3)
Economies of Scale to Exploit Fixed Costs
267(7)
Aggregating Multiple Products in a Single Order
274(8)
Economies of Scale to Exploit Quantity Discounts
282(6)
Why do Suppliers offer Quantity Discounts?
288(6)
Short-Term Discounting: Trade Promotions
294(4)
Managing Multiechelon Cycle Inventory
298(3)
Managerial Levers to Reduce Cycle Inventory
301(10)
Discussion Questions
303(1)
Exercises
303(4)
Bibliography
307(1)
Case Study: Delivery Strategy at MoonChem
307(2)
Case Study: Pricing and Delivery at KAR Foods
309(1)
Appendix 11A Economic Order Quantity
310(1)
Chapter 12 Managing Uncertainty In A Supply Chain Safety Inventory
311(47)
The Role of Safety Inventory in a Supply Chain
311(2)
Factors Affecting the Level of Safety Inventory
313(4)
Determining the Appropriate Level of Safety Inventory
317(9)
Impact of Supply Uncertainty on Safety Inventory
326(2)
Impact of Aggregation on Safety Inventory
328(13)
Impact of Replenishment Policies on Safety Inventory
341(3)
Managing Safety Inventory in a Multiechelon Supply Chain
344(1)
Managerial Levers to Reduce Safety Inventory
345(13)
Discussion Questions
346(1)
Exercises
346(4)
Bibliography
350(1)
Case Study: Managing Inventories at ALKO Inc.
350(3)
Case Study: Should Packing be Postponed to the DC?
353(1)
Appendix 12A The Normal Distribution
354(1)
Appendix 12B The Normal Distribution in Excel
355(1)
Appendix 12C Expected Shortage per Replenishment Cycle
355(1)
Appendix 12D Evaluating Safety Inventory For Slow-Moving Items
356(2)
Chapter 13 Linking Product Availability to Profits
358(38)
Factors Affecting the Desired Level of Product Availability
358(4)
Evaluating the Optimal Level of Product Availability
362(8)
Basic Managerial Levers to Improve Supply Chain Profitability
370(2)
The Value of Speed in a Seasonal Supply Chain
372(5)
The Value of Postponement in a Seasonal Supply Chain
377(5)
Setting Product Availability for Multiple Products under Capacity Constraints
382(14)
Discussion Questions
385(1)
Exercises
385(3)
Bibliography
388(1)
Case Study: The Need for Speed at Winner Apparel
388(2)
Appendix 13A Optimal Level of Product Availability
390(1)
Appendix 13B An Intermediate Evaluation
390(1)
Appendix 13C Expected Profit from an Order
391(1)
Appendix 13D Expected Overstock from an Order
392(1)
Appendix 13E Expected Understock from an Order
392(1)
Appendix 13F Simulation using Spreadsheets
393(3)
Part V Designing and Planning Transportation Networks
Chapter 14 Transportation In A Supply Chain
396(31)
Transportation Modes and their Role in a Supply Chain
396(6)
Transportation Infrastructure and Policies
402(3)
Design Options for a Transportation Network
405(6)
Mumbai Dabbawalas: A Successful Same-Day Delivery Network
411(1)
Trade-Offs in Transportation Design
412(8)
Tailored Transportation
420(7)
Discussion Questions
423(1)
Bibliography
423(1)
Case Study: Designing the Distribution Network for Michael's Hardware
424(1)
Case Study: The Future of Same-Day Delivery: Same as the Past?
425(1)
Case Study: Selecting Transportation Modes for China Imports
426(1)
Part VI Managing Cross-Functional Drivers in a Supply Chain
Chapter 15 Sourcing Decisions In A Supply Chain
427(37)
The Sourcing Decision in a Supply Chain
427(10)
Total Cost of Ownership
437(2)
Designing a Sourcing Portfolio: Tailored Sourcing
439(4)
The Impact of Incentives on Third-Party Behavior
443(2)
Sharing Risk and Reward in the Supply Chain
445(19)
Discussion Questions
456(1)
Exercises
457(1)
Bibliography
458(1)
Case Study: Polaris Industries inc.
459(5)
Chapter 16 Pricing and Revenue Management In A Supply Chain
464(25)
The Role of Pricing and Revenue Management in a Supply Chain
464(3)
Differential Pricing for Multiple Customer Segments
467(7)
Dynamic Pricing and Overbooking for Perishable Assets
474(7)
Discounting and Peak Pricing for Seasonal Demand
481(1)
Constructing a Portfolio of Bulk Contracts and Spot Buying
482(2)
Some Practical Challenges When using Revenue Management
484(5)
Discussion Questions
485(1)
Exercises
485(1)
Bibliography
486(1)
Case Study: To Savor or to Groupon?
486(3)
Chapter 17 Sustainability and the Supply Chain
489(19)
The Role of Sustainability in a Supply Chain
489(2)
The Tragedy of the Commons
491(4)
Key Pillars of Corporate Social Responsibility
495(4)
Sustainability and Supply Chain Drivers
499(3)
The Role of Incentives and Regulation for Sustainability
502(6)
Discussion Questions
507(1)
Bibliography
507(1)
Index 508
About our author Sunil Chopra is the IBM Distinguished Professor of Operations Management and Information Systems at the Kellogg School of Management. He has served as the interim dean and senior associate dean for curriculum and teaching, and the co-director of the MMM program, a joint dual-degree program between the Kellogg School of Management and the McCormick School of Engineering at Northwestern University. He has a PhD in operations research from SUNY at Stony Brook. Prior to joining Kellogg, he taught at New York University and spent a year at IBM Research.

Professor Chopra's research and teaching interests are in supply chain and logistics management, operations management, combinatorial optimization, and the design of telecommunication networks. He has won several teaching awards at the MBA and Executive programs of Kellogg. He has authored more than 50 papers and two books.

Chopra has been a department editor for Management Science and an associate editor for Manufacturing & Service Operations Management, Operations Research, and Decision Sciences Journal. He has also consulted for several firms in the area of supply chain and operations management.