Handbook of Global Supply Chain Management
Autor John T. Mentzer, Matthew B. Myers, Theodore Paul Stanken Limba Engleză Hardback – noi 2006
Identifies emerging developments and delineates their significance to the practice of GSCM
Examines many methods and perspectives on GSCM that have emerged from logistics, operations, marketing, management, economics, sociology, personnel, information systems, and international relations
Employs top flight international contributors from both academia and practice who share their unique perspectives and insights within the broad parameters of this volume
Intended Audience: The Handbook is a valuable resource for graduate students, researchers, and parishioners alike, bringing clarity and comprehensive insight to the phenomenon of global supply chains and to their management.
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Specificații
ISBN-13: 9781412918053
ISBN-10: 1412918057
Pagini: 600
Ilustrații: Illustrations
Dimensiuni: 178 x 254 x 38 mm
Greutate: 1.21 kg
Ediția:1
Editura: SAGE Publications
Colecția Sage Publications, Inc
Locul publicării:Thousand Oaks, United States
ISBN-10: 1412918057
Pagini: 600
Ilustrații: Illustrations
Dimensiuni: 178 x 254 x 38 mm
Greutate: 1.21 kg
Ediția:1
Editura: SAGE Publications
Colecția Sage Publications, Inc
Locul publicării:Thousand Oaks, United States
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Recenzii
The Handbook of Global Supply Chain Management is no light reference, but a solid pick for college-level libraries strong in holdings pertaining to global supply chains. . . .Attention to well-rounded detail and depth from different approaches makes The Handbook of Global Supply Chain Management a critical acquisition for any serious college-level collection offering grad students and researchers detailed perspectives on the subject.
Providing such a book is important for at least three reasons:
First, doctoral/postgraduate students must, in the course of their dissertation projects, provide a literature review of what they have researched within a given topic/area. The manner in which papers are referenced here makes it possible to conduct a detailed investigation of their approaches, such as research frameworks, methodologies, applied theories and empirical observations. Thus, this book aims to provide postgraduate and research students, faculty, practitioners an overview of what has been researched in the recent past in some important areas of SCM.
Second, providing such an overview also makes it possible for the professional managers to understand the trends and new development in methodologies and approaches having practical relevance.
Third, such a contribution makes it possible to identify gaps between current, state-of-the-art thinking within
SCM and the themes actually researched in.
Providing such a book is important for at least three reasons:
First, doctoral/postgraduate students must, in the course of their dissertation projects, provide a literature review of what they have researched within a given topic/area. The manner in which papers are referenced here makes it possible to conduct a detailed investigation of their approaches, such as research frameworks, methodologies, applied theories and empirical observations. Thus, this book aims to provide postgraduate and research students, faculty, practitioners an overview of what has been researched in the recent past in some important areas of SCM.
Second, providing such an overview also makes it possible for the professional managers to understand the trends and new development in methodologies and approaches having practical relevance.
Third, such a contribution makes it possible to identify gaps between current, state-of-the-art thinking within
SCM and the themes actually researched in.
Cuprins
Preface
Chapter 1 – Why Global Supply Chain Management? - John T. Mentzer, Theodore P. Stank, Matthew B. Myers
About Global Supply Chain Management
About the Handbook
Understanding Global Supply Chains
Managing the Functions
Resource Management
Managing the Relations
Making It Happen
Conclusions
Part 1: Understanding Global Supply Chains
Chapter 2 – Global Supply Chain Management Strategy - John T. Mentzer, Theodore P. Stank, Matthew B. Myers
Background
Global SCM Strategy
Impacts on Strategic Orientation
Capabilities and Structural Elements of GSCMS
Performance Implications
Integration of GSCMS Into Firm Strategy
Chapter 3 – Assessing the Global Environment - Matthew B. Myers, Antonio Borghesi, Ivan Russo
Yesterday’s Supply Chains in Today’s Global Environment
Cross-Cultural Influences and the Global Supply Chain
Foreign Currency Volatility
Political Economies
Two Sets of Rules
The New Environment of Hypersecurity
Conclusions
Chapter 4 – Value and Customer Service Management - Dan Flint, Britta Gammelgaard
Value Management
Customer Service
Customer Service and Value Management
Chapter 5 – Demand Mangement - John T. Mentzer, Mark A. Moon, Dominique Estampe, Glen W. Margolis
Derived Versus Independent Demand
A Model of Supply Chain Demand Management
Forecasts Versus Plans Versus Targets
Sales and Operations Planning
Why Is a Sales Forecast Needed?
The Tools of Sales Forecasting Management
Sales Forecasting Management Questions
Demand Management: An Iterative Process
Chapter 6 – Knowledge Management - Donna F Davis, Didier Chenneveau
From Data to Knowledge
Building Knowledge Management Competence
Challenges to Building Knowledge Management Competence
Chapter 7 – Process Orientation - Everth N. S. Larsson, Anders Ljungberg
Introductory Views on SCM and Processes
The Heritage of the Function-Oriented Organization
Different Processes
A Business Viewed as a System
Elements in a Process-Oriented Organization
Designing the Process-Oriented Organization
Is SCM Possible in Function-Oriented Organizations?
Should Processes Be Company-Specific or Standard?
How to Make SCM Work
Measurement, Analysis, and Development
Conclusions
Part II: Managing the Functions
Chapter 8 – Marketing and Sales Management - Thomas E. DeCarlo, William L. Cron
Marketing Strategy
Strategic Implementation Decisions
Sales Force Program Decisions
Summary
Chapter 9 – Product Management - Margaret Bruce, Lucy Daly, Kenneth B. Kahn
The Role of Product Management
Global Product Launch
Launch Strategy Influencers
Global Launch Strategy Considerations
Company One
Company Two
Summary
Chapter 10 – Operations Management - E. Powell Robinson, Funda Sahin
What Is Operations Management?
Operations Management Decision Problems
Evolution of Operations Management
Different Perspectives of Operations Management
Operations Management in the New Economy
Synchronizing the Marketplace and Operations through Agility
Implications and Conclusions
Chapter 11 – Integrated Logistics Management - Abré Pienaar
Logistics in The Context Of Supply Chain Management
Business Process Integration
The Business Process Framework
Methods and Techniques
Organization and People
Systems and Data
Designing Integrated Logistics Business Processes
Implementing Integrated Logistics Management
Global Pharmaceuticals
Summary
Chapter 12 – Inventory Management - Funda Sahin and E. Powell Robinson, Jr.
Inventory Basics
Independent Versus Dependent Demand Inventory
Reasons for Inventory
Reasons against Inventory
Types of Inventory
Inventory Control Systems
Single-Period Inventory Systems
Multiperiod Inventory Systems
Implications and New Strategies in Inventory Management
Postponement
Reducing Seasonal and Short-Life-Cycle Inventory Costs with Quick Response (QR)
Supply Chain Partnerships and Vendor-Managed Inventory
Conclusions
Chapter 13 – Transportation Management - Thomas J. Goldsby, Michael R. Crum, and Joel Sutherland
Transportation Decision Making
Transportation Cost Behavior
Collaborative Transportation Management
Global Transportation Issues
Conclusions
Chapter 14 – Warehouse Management - Thomas W. Speh
The Role of Warehousing in Global Supply Chains
Product Type and Warehousing Operations
Why Have a Warehouse?
The Location of Warehouses
Warehouse Design and Operations
The Role of Information in Warehouse Management
Technology and Warehouse Operations
Future Trends for Warehousing
Suggested Readings
Chapter 15 – Supply Management - Lisa M. Ellram and Paul Cousins
The Strategic Supply Management Process
Trends in Supply Management
Concluding Thoughts
Chapter 16: Critical Support of Supply Chain Logistics Personnel - Scott B. Keller
The Changing Nature of the Workplace
Creating a Customer-Focused Logistics Workforce
Fundamental Information Exchange
Knowledge Development
Assistance To Employees
Performance Feedback
Workplace Affirmation
Implementing a Customer-Focused Employee Plan
Part III: Resource Management
Chapter 17 – The Lean Supply Chain: The Path to Excellence - James M. Reeve, Mandyam M. Srinivasan
Conventional Supply Chain Management
Is It More Than “Just-in-Time”
Lean Supply Chain Basics: Flow and Pull Replenishment
Work Flow Characterization: V, A, and T Configurations
Fulfillment Characterization: Build-to-Stock, Assemble-to-Order, Build-to-Order, and Engineer-to-Order
Applying Lean Principles To a BTS V-Type Process
Conclusions
Chapter 18 – Financial Management - Stephen G. Timme
Key Drivers of Financial Performance
Measuring Financial Performance
Making the Financial-SCM Connection: A Top-Down Approach
Conclusions
Chapter 19 – Risk Management - Ila Manuj, Barbara Gaudenzi, J. Paul Dittmann
What Is Risk?
Types of Risks in Global Supply Chains
A Risk Management Process Model
Step 1: Identifying and Profiling Risks
Step 2: Risk Assessment and Evaluation
Step 3: Managing Risks and Risk Management Strategies
Step 4: Supply Chain Risk Management Strategy Implementation
Step 5: Mitigating Supply Chain Risks
Conclusions
Chapter 20: Supply Chains as Interpretation Systems: Knowledge, Strategy, and Performance - G.Tomas M. Hult
Recent Research on Information Management Within Supply Chains
The Next Step: Fitting Supply Chain Knowledge and Strategy
Identification of Ideal Profiles
Implications
Conclusions
Part IV: Managing the Relations
Chapter 21 – Relationship Management - Jagdish N. Sheth, Arun Sharma
Shift in Organizational Strategy
Relationship With Suppliers
Examples of Benefiting from Supplier Relationships
Establishing and Maintaining Supplier Relationships
Organizational Changes to Establish Supplier Relationships
Emerging Issues in Relationship Management
Summary
Chapter 22 – Logistics Outsourcing - Clifford F. Lynch, Theodore P. Stank, Shay Scott
Logistics Outsourcing History
Why Outsource Logistics Activities?
The Challenges of Global Logistics Outsourcing
Some Concluding Examples
Chapter 23 – International Sourcing: Redressing the Balance - Masaaki Kotabe, Michael J. Mol
The International Sourcing Phenomenon
Wave After Wave
The Performance Rationale
On Balance
Redressing the Balance
Riding the Waves
Chapter 24 – Negotiation Through the Supply Chain - Lloyd M. Rinehart
Relationship Types Resulting from Supplier-Customer Negotiations
Following the Negotiation Process in a Global Supply Chain Context
Conclusions
Chapter 25 – Interfunctional Coordination - Susan L. Golicic, Kate Vitasek
What Is Interfunctional Coordination?
Axes of Effective Interfunctional Coordination
Mechanisms to Drive Coordination
Common Goals and Measures
Achieving Interfunctional Coordination
Interfunctional Coordination: A Collaborative Climate for Success
Chapter 26 – Intercorporate Coordination - Terry L. Esper
The Managerial Behaviors of Interorganizational Coordination
Environmental Characteristics for Effective Interorganizational Coordination
Conclusions
Chapter 27 – Global Supply Chain Control - Daniel C. Bello, Meng Zhu
Characteristics of the Controller’s Strategy
Magnitude and Scope of Control Requirements
Implementation Effectiveness from Institutional Arrangements
The Moderator Role of Institutional Environmental Differences
Conclusion
Part V: Making It Happen
Chapter 28 – Supply Chain Innovation - Daniel J. Flint, Everth N. S. Larsson
Innovation as Strategy
Supply Chain Innovation
Innovation Processes
The Importance of Organizational Culture and Processes
Ramifications of Global Supply Chains
Summary
Chapter 29 – Global Supply Chain Security - Omar Keith Helferich, Robert Lorin Cook
Disaster Classification and Vulnerability Assessment
Disaster Management Process
Disaster Preparedness: Current Status
Recent and Emerging Developments
Conclusions
Chapter 30 – Diagnosing the Supply Chain - James H. Foggin, Paola Signori, Carol L. Monroe
Diagnosis
Benchmarking Approaches
Mapping Approaches
Means-Ends Approaches and Cause-and-Effect Diagrams
Curing Problems and Eliminating the Pain Points
Summary
Chapter 31 – Change Management - John E. Mello, J. Paul Dittmann
What Is Change Management?
Developing the Change Management Strategy
The Change Management Plan
People and Organizational Issues
Organizational Readiness for Change: The Change Management Survey
Change Management Organizational Roles
The Initial Response to an Announced Change
Complacency
Resistance to Change
Resistance to Different Types of Change
Change Management Myths and Realities
Launching the Change
Summary of Key Success Factors: The Change Equation
Change Management in a Global Environment
Name Index
Subject Index
About the Editors
About the Contributors
Chapter 1 – Why Global Supply Chain Management? - John T. Mentzer, Theodore P. Stank, Matthew B. Myers
About Global Supply Chain Management
About the Handbook
Understanding Global Supply Chains
Managing the Functions
Resource Management
Managing the Relations
Making It Happen
Conclusions
Part 1: Understanding Global Supply Chains
Chapter 2 – Global Supply Chain Management Strategy - John T. Mentzer, Theodore P. Stank, Matthew B. Myers
Background
Global SCM Strategy
Impacts on Strategic Orientation
Capabilities and Structural Elements of GSCMS
Performance Implications
Integration of GSCMS Into Firm Strategy
Chapter 3 – Assessing the Global Environment - Matthew B. Myers, Antonio Borghesi, Ivan Russo
Yesterday’s Supply Chains in Today’s Global Environment
Cross-Cultural Influences and the Global Supply Chain
Foreign Currency Volatility
Political Economies
Two Sets of Rules
The New Environment of Hypersecurity
Conclusions
Chapter 4 – Value and Customer Service Management - Dan Flint, Britta Gammelgaard
Value Management
Customer Service
Customer Service and Value Management
Chapter 5 – Demand Mangement - John T. Mentzer, Mark A. Moon, Dominique Estampe, Glen W. Margolis
Derived Versus Independent Demand
A Model of Supply Chain Demand Management
Forecasts Versus Plans Versus Targets
Sales and Operations Planning
Why Is a Sales Forecast Needed?
The Tools of Sales Forecasting Management
Sales Forecasting Management Questions
Demand Management: An Iterative Process
Chapter 6 – Knowledge Management - Donna F Davis, Didier Chenneveau
From Data to Knowledge
Building Knowledge Management Competence
Challenges to Building Knowledge Management Competence
Chapter 7 – Process Orientation - Everth N. S. Larsson, Anders Ljungberg
Introductory Views on SCM and Processes
The Heritage of the Function-Oriented Organization
Different Processes
A Business Viewed as a System
Elements in a Process-Oriented Organization
Designing the Process-Oriented Organization
Is SCM Possible in Function-Oriented Organizations?
Should Processes Be Company-Specific or Standard?
How to Make SCM Work
Measurement, Analysis, and Development
Conclusions
Part II: Managing the Functions
Chapter 8 – Marketing and Sales Management - Thomas E. DeCarlo, William L. Cron
Marketing Strategy
Strategic Implementation Decisions
Sales Force Program Decisions
Summary
Chapter 9 – Product Management - Margaret Bruce, Lucy Daly, Kenneth B. Kahn
The Role of Product Management
Global Product Launch
Launch Strategy Influencers
Global Launch Strategy Considerations
Company One
Company Two
Summary
Chapter 10 – Operations Management - E. Powell Robinson, Funda Sahin
What Is Operations Management?
Operations Management Decision Problems
Evolution of Operations Management
Different Perspectives of Operations Management
Operations Management in the New Economy
Synchronizing the Marketplace and Operations through Agility
Implications and Conclusions
Chapter 11 – Integrated Logistics Management - Abré Pienaar
Logistics in The Context Of Supply Chain Management
Business Process Integration
The Business Process Framework
Methods and Techniques
Organization and People
Systems and Data
Designing Integrated Logistics Business Processes
Implementing Integrated Logistics Management
Global Pharmaceuticals
Summary
Chapter 12 – Inventory Management - Funda Sahin and E. Powell Robinson, Jr.
Inventory Basics
Independent Versus Dependent Demand Inventory
Reasons for Inventory
Reasons against Inventory
Types of Inventory
Inventory Control Systems
Single-Period Inventory Systems
Multiperiod Inventory Systems
Implications and New Strategies in Inventory Management
Postponement
Reducing Seasonal and Short-Life-Cycle Inventory Costs with Quick Response (QR)
Supply Chain Partnerships and Vendor-Managed Inventory
Conclusions
Chapter 13 – Transportation Management - Thomas J. Goldsby, Michael R. Crum, and Joel Sutherland
Transportation Decision Making
Transportation Cost Behavior
Collaborative Transportation Management
Global Transportation Issues
Conclusions
Chapter 14 – Warehouse Management - Thomas W. Speh
The Role of Warehousing in Global Supply Chains
Product Type and Warehousing Operations
Why Have a Warehouse?
The Location of Warehouses
Warehouse Design and Operations
The Role of Information in Warehouse Management
Technology and Warehouse Operations
Future Trends for Warehousing
Suggested Readings
Chapter 15 – Supply Management - Lisa M. Ellram and Paul Cousins
The Strategic Supply Management Process
Trends in Supply Management
Concluding Thoughts
Chapter 16: Critical Support of Supply Chain Logistics Personnel - Scott B. Keller
The Changing Nature of the Workplace
Creating a Customer-Focused Logistics Workforce
Fundamental Information Exchange
Knowledge Development
Assistance To Employees
Performance Feedback
Workplace Affirmation
Implementing a Customer-Focused Employee Plan
Part III: Resource Management
Chapter 17 – The Lean Supply Chain: The Path to Excellence - James M. Reeve, Mandyam M. Srinivasan
Conventional Supply Chain Management
Is It More Than “Just-in-Time”
Lean Supply Chain Basics: Flow and Pull Replenishment
Work Flow Characterization: V, A, and T Configurations
Fulfillment Characterization: Build-to-Stock, Assemble-to-Order, Build-to-Order, and Engineer-to-Order
Applying Lean Principles To a BTS V-Type Process
Conclusions
Chapter 18 – Financial Management - Stephen G. Timme
Key Drivers of Financial Performance
Measuring Financial Performance
Making the Financial-SCM Connection: A Top-Down Approach
Conclusions
Chapter 19 – Risk Management - Ila Manuj, Barbara Gaudenzi, J. Paul Dittmann
What Is Risk?
Types of Risks in Global Supply Chains
A Risk Management Process Model
Step 1: Identifying and Profiling Risks
Step 2: Risk Assessment and Evaluation
Step 3: Managing Risks and Risk Management Strategies
Step 4: Supply Chain Risk Management Strategy Implementation
Step 5: Mitigating Supply Chain Risks
Conclusions
Chapter 20: Supply Chains as Interpretation Systems: Knowledge, Strategy, and Performance - G.Tomas M. Hult
Recent Research on Information Management Within Supply Chains
The Next Step: Fitting Supply Chain Knowledge and Strategy
Identification of Ideal Profiles
Implications
Conclusions
Part IV: Managing the Relations
Chapter 21 – Relationship Management - Jagdish N. Sheth, Arun Sharma
Shift in Organizational Strategy
Relationship With Suppliers
Examples of Benefiting from Supplier Relationships
Establishing and Maintaining Supplier Relationships
Organizational Changes to Establish Supplier Relationships
Emerging Issues in Relationship Management
Summary
Chapter 22 – Logistics Outsourcing - Clifford F. Lynch, Theodore P. Stank, Shay Scott
Logistics Outsourcing History
Why Outsource Logistics Activities?
The Challenges of Global Logistics Outsourcing
Some Concluding Examples
Chapter 23 – International Sourcing: Redressing the Balance - Masaaki Kotabe, Michael J. Mol
The International Sourcing Phenomenon
Wave After Wave
The Performance Rationale
On Balance
Redressing the Balance
Riding the Waves
Chapter 24 – Negotiation Through the Supply Chain - Lloyd M. Rinehart
Relationship Types Resulting from Supplier-Customer Negotiations
Following the Negotiation Process in a Global Supply Chain Context
Conclusions
Chapter 25 – Interfunctional Coordination - Susan L. Golicic, Kate Vitasek
What Is Interfunctional Coordination?
Axes of Effective Interfunctional Coordination
Mechanisms to Drive Coordination
Common Goals and Measures
Achieving Interfunctional Coordination
Interfunctional Coordination: A Collaborative Climate for Success
Chapter 26 – Intercorporate Coordination - Terry L. Esper
The Managerial Behaviors of Interorganizational Coordination
Environmental Characteristics for Effective Interorganizational Coordination
Conclusions
Chapter 27 – Global Supply Chain Control - Daniel C. Bello, Meng Zhu
Characteristics of the Controller’s Strategy
Magnitude and Scope of Control Requirements
Implementation Effectiveness from Institutional Arrangements
The Moderator Role of Institutional Environmental Differences
Conclusion
Part V: Making It Happen
Chapter 28 – Supply Chain Innovation - Daniel J. Flint, Everth N. S. Larsson
Innovation as Strategy
Supply Chain Innovation
Innovation Processes
The Importance of Organizational Culture and Processes
Ramifications of Global Supply Chains
Summary
Chapter 29 – Global Supply Chain Security - Omar Keith Helferich, Robert Lorin Cook
Disaster Classification and Vulnerability Assessment
Disaster Management Process
Disaster Preparedness: Current Status
Recent and Emerging Developments
Conclusions
Chapter 30 – Diagnosing the Supply Chain - James H. Foggin, Paola Signori, Carol L. Monroe
Diagnosis
Benchmarking Approaches
Mapping Approaches
Means-Ends Approaches and Cause-and-Effect Diagrams
Curing Problems and Eliminating the Pain Points
Summary
Chapter 31 – Change Management - John E. Mello, J. Paul Dittmann
What Is Change Management?
Developing the Change Management Strategy
The Change Management Plan
People and Organizational Issues
Organizational Readiness for Change: The Change Management Survey
Change Management Organizational Roles
The Initial Response to an Announced Change
Complacency
Resistance to Change
Resistance to Different Types of Change
Change Management Myths and Realities
Launching the Change
Summary of Key Success Factors: The Change Equation
Change Management in a Global Environment
Name Index
Subject Index
About the Editors
About the Contributors
Notă biografică
Dr. John T. (Tom) Mentzer is the Harry J. and Vivienne R. Bruce Chair of Excellence in Business in the Department of Marketing, Logistics and Transportation at the University of Tennessee. He has written more than 170 papers and articles, which have appeared in the Journal of Marketing, Journal of the Academy of Marketing Science, the Journal of MacroMarketing, Industrial Marketing Management, the Journal of Marketing Education, the Columbia Journal of World Business, Research in Marketing, Social Indicators Research, the International Journal of Physical Distribution and Materials Management, the Journal of Business Logistics, the Logistics and Transportation Review, Transportation Journal, the Journal of Business Research, Advances in Business Research, the Journal of Forecasting, the Journal of Business Forecasting, and numerous conference proceedings. He has co-authored five books: SUPPLY CHAIN MANAGEMENT, SALES FORECASTING MANAGEMENT, SIMULATED PRODUCT SALES FORECASTING, MARKETING TODAY, and READINGS IN MARKETING TODAY and edited the monograph MARKETING EDUCATION SOFTWARE. Dr. Mentzer was recognized in 1996 as one of the five most prolific authors in the Journal of the Academy of Marketing Science, and in 1999 as the most prolific author in the Journal of Business Logistics. He was awarded the Academy of Marketing Science Outstanding Marketing Teacher Award in 2001.
Descriere
Experienced executives from 20 companies clearly define supply chain management, identifying those factors that contribute to its effective implementation. They provide practical guidelines on how companies can manage supply chains, addressing the role of all the traditional business functions in supply chain management and suggest how the adoption of a supply chain management approach can affect business strategy and corporate performance.