Handbook of Global Supply Chain Management

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 - Abre 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