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Schaeffer, Jr. Friedlob, Lydia L. Schleifer, and Franklin J. Plewa, Jr. Friedlob and Lydia L. Lerner and Alexander I. This book is printed on acid-free paper. All rights reserved. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section or of the United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc.
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Some content that appears in print may not be available in electronic books. One of the greatest challenges and one of the greatest opportunities that organizations face today is the use of supply chains to enable their con- tinued growth and success.
Since the year we have seen supply chain management rise in importance and prominence within organi- zations of all types—businesses, governments, the military, and aid and relief organizations. In this second edition of the book I made changes and additions based on feedback from readers and based on the continuing impact of technology on the way we manage our supply chains.
I devote an entire chapter to information technology IT. Technologies such as radio fre- quency identification RFID , business process management BPM , and simulation modeling have the potential to move supply chain per- formance to a whole new level of responsiveness and efficiency.
There is an expanded chapter on supply chain coordination. The new levels of supply chain performance we are all looking for will be the result of improved coordination between the different parties in the supply chain. I also offer a real world case study showing how I used simple technology to deliver a supply chain visibility and coordination system for a Fortune company.
Finally, there is an entirely new chapter on creating supply chains for competitive advantage. To this end, I present two business situations and show how a company in those situations can develop supply chain capabilities to best support its strategic goals. These examples are based on my own per- sonal experience as well as my observations of other companies and what they have done or not done to use their supply chains effectively.
If you wish to discuss your responses to the exercises or debate the mer- its of my solutions, I invite you to contact me at mhugos yahoo. It is my intent in this book to provide a clear framework for under- standing the essential concepts of supply chain management.
Then I build on this understanding and show how to develop and deploy sup- ply chains to achieve success in the fast-paced, global economy we all live in.
Chapters 1 through 3 provide an executive overview of the basic principles and the business operations that drive supply chain perform- ance. Chapters 4 through 6 discuss techniques, technologies, and met- rics for use in coordinating your operations with those of your supply chain partners.
In Chapters 7 and 8 I present a pragmatic approach and case study examples for defining supply chain opportunities and design- ing and building systems to effectively respond to those opportunities. The last chapter, Chapter 9, outlines the profit potential now available to companies that learn to harness the power of the real-time supply chain.
This is the promise of the agile and adaptive supply chain. The concepts and techniques presented here serve as a common vocabulary and frame of reference that everyone can use when communicating about supply chain management issues. I am indebted more than I even know to my wife Venetia. She patiently supported me while I wrote this book. She became a week- end widow as I secluded myself in my study to write these pages.
She read chapters, kept me from going off on tangents, and provided sound advice. I want to thank my friend Percy for all his input and assistance dur- ing the research and writing of this book. Also thank you to my friend Kelly David—his CD, Broken Voyage, often provided the music I need- ed to find my way through to the end of this project. The book explains the essential concepts and practices and then shows examples of how to put them to use.
When you finish you will have a solid foundation in supply chain management to work from. The first three chapters give you a working understanding of the key principles and business operations that drive any supply chain. The next three chapters present the techniques, technologies, and metrics to use to improve your internal operations and coordinate more effective- ly with your customers and suppliers in the supply chains your compa- ny is a part of. The last three chapters show you how to find supply chain oppor- tunities and respond effectively to best capitalize on these opportunities.
These case studies and their solutions bring together the material presented in the rest of the book and show how it applies to real world business situations. Supply chains encompass the companies and the business activities needed to design, make, deliver, and use a product or service. Businesses depend on their supply chains to provide them with what they need to survive and thrive.
Every business fits into one or more supply chains and has a role to play in each of them. The pace of change and the uncertainty about how markets will evolve has made it increasingly important for companies to be aware of the supply chains they participate in and to understand the roles that they play. Those companies that learn how to build and participate in strong supply chains will have a substantial competitive advantage in their markets.
N othing Entirely New. Just a Significant Evolution The practice of supply chain management is guided by some basic underlying concepts that have not changed much over the centuries. Unless the soldiers are fed, the army cannot move. This has many analogies in business. Stock, and Lisa M. The supply chain not only includes the manufacturer and suppliers, but also trans- porters, warehouses, retailers, and customers themselves.
If this is what a supply chain is then we can define supply chain man- agement as the things we do to influence the behavior of the supply chain and get the results we want. Keebler, Soonhong Min, Nancy W. Nix, Carlo D. Smith, and Zach G. There is a difference between the concept of supply chain manage- ment and the traditional concept of logistics.
Logistics typically refers to activities that occur within the boundaries of a single organization and supply chains refer to networks of companies that work together and coordinate their actions to deliver a product to market. Also, traditional logistics focuses its attention on activities such as procurement, distribution, maintenance, and inventory management. Supply chain management acknowledges all of traditional logistics and also includes activities such as marketing, new product development, finance, and customer service.
In the wider view of supply chain thinking, these additional activities are now seen as part of the work needed to fulfill customer requests. Supply chain management views the supply chain and the organizations in it as a single entity.
It brings a systems approach to understanding and managing the different activities needed to coordinate the flow of products and services to best serve the ultimate customer. This systems approach provides the framework in which to best respond to business require- ments that otherwise would seem to be in conflict with each other.
Taken individually, different supply chain requirements often have conflicting needs. For instance, the requirement of maintaining high levels of customer service calls for maintaining high levels of inventory, but then the requirement to operate efficiently calls for reducing inventory levels.
Effective supply chain management requires simultaneous improve- ments in both customer service levels and the internal operating effi- ciencies of the companies in the supply chain. Customer service at its most basic level means consistently high order fill rates, high on-time delivery rates, and a very low rate of products returned by customers for whatever reason. Internal efficiency for organizations in a supply chain means that these organizations get an attractive rate of return on their investments in inventory and other assets and that they find ways to lower their operating and sales expenses.
There is a basic pattern to the practice of supply chain manage- ment. Each supply chain has its own unique set of market demands and operating challenges and yet the issues remain essentially the same in every case. Companies in any supply chain must make decisions indi- vidually and collectively regarding their actions in five areas: 1.
Production—What products does the market want? How much of which products should be produced and by when? This activity includes the creation of master production schedules that take into account plant capacities, workload balancing, quality control, and equipment maintenance. Inventory—What inventory should be stocked at each stage in a supply chain? How much inventory should be held as raw mate- rials, semifinished, or finished goods? The primary purpose of inventory is to act as a buffer against uncertainty in the supply chain.
However, holding inventory can be expensive, so what are the optimal inventory levels and reorder points? Location—Where should facilities for production and inventory storage be located? Where are the most cost efficient locations for production and for storage of inventory?
Once these decisions are made they determine the possible paths available for product to flow through for delivery to the final consumer. Transportation—How should inventory be moved from one supply chain location to another? Air freight and truck delivery are gener- ally fast and reliable but they are expensive.
Essentials of Supply Chain Management, 4th Edition
Essentials of Supply Chain Management
Essentials of Supply Chain Management. Michael H. Streamlining supply chain efficiency to maximize profitability This practical guide describes how the supply chain operates and discusses the issues and techniques that are relevant for companies seeking to improve the management of their supply chains. Organized using the features of the Essentials series, this easy-to-use guide contains tips and techniques for maximizing supply chain innovation strategies, as well as real-world examples developed from working with companies such as Johnson Wax, Starbucks, Borg-Warner, and Premier Health Care. Supply chain expert Michael Hugos analyzes the components of a well designed and managed supply chain, explains the metrics involved in measuring performance, and presents a pragmatic approach to designing and building supply chain systems. He has extensive experience in distribution, logistics, and applying technology to meet the challenges of supply chain management. Additional Resources.
You are currently using the site but have requested a page in the site. Would you like to change to the site? Michael H. Essentials of Supply Chain Management is the definitive guide to the field, providing both broad coverage and necessary detail from a practical, real-world perspective. From clear explanation of fundamental concepts to insightful discussion of supply chain innovation, this book offers students and professionals a comprehensive introduction with immediately-applicable understanding. The fourth edition has been updated to reflect the current state of the field, with coverage of the latest technologies and new case studies that illustrate critical concepts in action. Organized for easy navigation and ease-of-use, this invaluable guide also serves as a quick reference for managers in the field seeking tips and techniques for maximizing efficiency and turning the supply chain into a source of competitive advantage.